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Related Concept Videos

Aggression01:47

Aggression

Humans engage in aggression when they seek to cause harm or pain to another person. Aggression takes two forms depending on one’s motives: hostile or instrumental. Hostile aggression is motivated by feelings of anger with intent to cause pain; a fight in a bar with a stranger is an example of hostile aggression. In contrast, instrumental aggression is motivated by achieving a goal and does not necessarily involve intent to cause pain (Berkowitz, 1993); a contract killer who murders for hire...
Secondary Motives: Affiliation Motivation and Aggression Motivation01:21

Secondary Motives: Affiliation Motivation and Aggression Motivation

Affiliation motivation is the intrinsic desire to connect with others and belong to a social group, which plays a crucial role in forming and maintaining personal relationships. This type of motivation is essential for psychological well-being, as it provides individuals with a sense of community and support. An example of this is a student who joins a study group in order to feel a sense of connection. People with high affiliation motivation actively seek social approval, take satisfaction in...
Bullying02:04

Bullying

A modern form of aggression is bullying. As you learn in your study of child development, socializing and playing with other children is beneficial for children’s psychological development. However, as you may have experienced as a child, not all play behavior has positive outcomes. Some children are aggressive and want to play roughly. Other children are selfish and do not want to share toys. One form of negative social interactions among children that has become a national concern is bullying.
Impression Management Techniques III: Aligning Actions01:29

Impression Management Techniques III: Aligning Actions

Aligning actions are communicative strategies individuals employ to maintain social harmony and preserve personal identity in the face of potential disruptions to social norms. These actions are particularly important in managing social impressions when one's behavior might be seen as inappropriate, incompetent, or morally questionable.Types of Aligning ActionsThe three principal types of aligning actions are disclaimers, accounts, and apologies.DisclaimersDisclaimers are preventive; they are...
Obedience01:08

Obedience

According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation, obedience...
Frustration and Conflict: Approach-Approach, Approach-Avoidance01:20

Frustration and Conflict: Approach-Approach, Approach-Avoidance

Frustration occurs when people are obstructed or prevented from achieving a desired goal or fulfilling a perceived need. For example, when someone's input is ignored in a discussion, it can lead to feelings of frustration. Conflict, however, arises from opposing interests, goals, or actions. Conflicts can take various forms based on the nature of these opposing desires or goals.
One common type of conflict is the Approach–Approach Conflict. In this case, a person faces two desirable options,...

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Related Experiment Video

Updated: Jul 20, 2026

The Resident-intruder Paradigm: A Standardized Test for Aggression, Violence and Social Stress
09:12

The Resident-intruder Paradigm: A Standardized Test for Aggression, Violence and Social Stress

Published on: July 4, 2013

Workplace aggression: beginning a dialogue.

Monica R McLemore1

  • 1Department of Physiologic Nursing, School of Nursing, University of California, San Francisco, USA. monica.mclemore@ucsf.edu

Clinical Journal of Oncology Nursing
|August 25, 2006
PubMed
Summary

Workplace aggression among nurses is a sensitive issue that requires open dialogue. This study explores root causes and management strategies for nurse-to-nurse disruptive behavior, building on prior research.

Area of Science:

  • Nursing
  • Healthcare Management
  • Professional Communication

Background:

  • Workplace aggression, or disruptive behavior, is a frequently experienced yet rarely discussed phenomenon in nursing.
  • An editorial in the Clinical Journal of Oncology Nursing (2005) initiated a dialogue on communication issues, prompted by a study on disruptive behavior in the American Journal of Nursing (2005).
  • This article builds upon existing literature by focusing specifically on nurse-to-nurse workplace aggression.

Purpose of the Study:

  • To explore the root causes of nurse-to-nurse workplace aggression.
  • To identify effective strategies for managing disruptive behavior among nurses.
  • To continue the dialogue on this sensitive issue within the nursing profession.

Main Methods:

  • Qualitative study involving interviews with nurse managers, nurse practitioners, and nurse scientists.

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The Resident-intruder Paradigm: A Standardized Test for Aggression, Violence and Social Stress
09:12

The Resident-intruder Paradigm: A Standardized Test for Aggression, Violence and Social Stress

Published on: July 4, 2013

Task Interruption and Resumption Paradigm for Testing the Activation and Pursuit of an Abstract Thinking Goal
06:45

Task Interruption and Resumption Paradigm for Testing the Activation and Pursuit of an Abstract Thinking Goal

Published on: April 18, 2017

  • Exploration of personal experiences and professional insights.
  • Confidentiality maintained to encourage open discussion.

    • Main Results:

    • Identified key root causes contributing to nurse-to-nurse workplace aggression.
    • Outlined various strategies for managing and mitigating disruptive behavior.
    • Highlighted the complexity of these interpersonal dynamics in healthcare settings.

    Conclusions:

    • Addressing nurse-to-nurse workplace aggression requires ongoing dialogue and proactive management strategies.
    • Understanding the root causes is crucial for developing effective interventions.
    • Continued discussion and shared experiences are vital for improving the healthcare work environment.