A nurse manager hears a staff nurse on the unit speak openly about her dislike of a recent policy change regarding client care. When discussing the issue with the nurse, which of the following statements by the nurse manager is appropriate?

Choice A reason: This statement is prescriptive and dismissive of the nurse’s feelings, implying compliance without exploration. While evidence-based practice is the foundation for policy, invoking it as a directive shuts down dialogue and can contribute to moral distress. It bypasses therapeutic communication, fails to acknowledge the nurse’s perspective, and risks escalating resistance. An effective leader creates psychological safety by fostering open discussion, not enforcing acceptance. This approach also misses an opportunity to identify unintended consequences or implementation barriers that the staff nurse may be experiencing. Choice B reason: This response is retrospective and accusatory, focusing on what the nurse “should have done” rather than addressing present concerns constructively. It can provoke defensiveness and erode trust, discouraging future feedback. In leadership communication, the goal is to understand current issues, validate the nurse’s experience, and engage in problem-solving. Asking why the nurse didn’t speak up earlier implies blame and may ignore systemic factors—such as time pressure, unclear channels for feedback, or fear of reprisal—that can inhibit staff input. Choice C reason: This is an open, collaborative invitation that centers the nurse’s perspective and promotes psychological safety. It uses therapeutic communication by acknowledging concerns and encouraging dialogue to understand specifics—such as workflow impacts, patient outcomes, or staffing implications. This stance helps the manager gather actionable information, promotes engagement, and supports shared governance. It respects the nurse’s professional judgment while aligning with continuous improvement, making it the most appropriate and effective statement. Choice D reason: While setting expectations can be part of culture-building, stating it in this manner is general and potentially dismissive of legitimate concerns. It frames the situation as a compliance issue rather than an opportunity to learn from frontline experience. Staff may hear this as “just adapt,” which undermines buy-in and the identification of real barriers. Effective change management emphasizes listening, iterative feedback, and support; a blanket expectation statement does not achieve those aims in the moment of concern.