Conflict Resolution in Healthcare Setting

Conflict Resolution in Healthcare Setting

Conflict Resolution in Healthcare Setting
Conflict Resolution at the St. Clare Hospital The St. Clare Hospital was founded in 1988. In the past few years, the revenues have dropped steadily to a point where CEO James Edwards is considering cost control to improve the organization’s bottom line. Mr. Edwards understands physicians play a critical role in controlling cost, but they do not have a great interest in cooperating with him to sustain the viability of the hospital. Mr. Edwards decides to hire Wendy Jones as the chief operating officer and empower her to cut costs for the hospital. The first measure taken by Ms. Jones is to outsource the interpretation of imaging readings and fire the radiologist Dr. Harris. By doing so, the hospital would save $160,000 per year. However, after two weeks, the hospital sees 18% inaccuracy rates in outsourced reading reports. The hospital might face legal liabilities from inaccurate readings. Mr. Edwards and Ms.

Jones want to stay with the plan to control costs, but the physicians are furious. The medical director, Dr. Wiseman, gathers all staff physicians to a call for action. Write a four-to six-page double-spaced paper (excluding title and reference pages), addressing the following: •Describe types of conflict identified in this case. •Explain conflict management styles evidenced in this case. •Propose a conflict resolution strategy to be used. •Recommend strategies to reduce cost and legal liabilities.
Including an introduction and conclusion paragraph, your paper must be four to six double-spaced pages (excluding title and reference pages) and formatted according to APA style as outlined.

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Conflict causes decided tension in the workplace and often produces poor professional outcomes. A manager dealing with conflict can experience a crisis of confidence and often ends up second-guessing himself or herself, regardless of how a situation has been handled. In some organizations, conflict is not viewed positively or as an opportunity for improvement. In these organizations, most individuals will see conflict as being unproductive, unpleasant, and a waste of time and energy. Yet, conflict provides employees with critical feedback on how things are going. When viewed in a positive context, even personality conflicts may provide information to the healthcare manager about what is not working in the organization. If conflict is not directed and controlled, it can have damaging effects in the workplace, stifling the growth of departments and deflating employee morale. Our job as healthcare managers is to deal with conflict so that it does not decrease productivity or detract from the provision of patient-centered care. There are 4 general sources for interpersonal conflict: personal differences, informational deficiency, role incompatibility, and environmental stress. There are 5 common responses used in dealing with conflict: forcing, accommodating, avoiding, compromising, and collaborating. Healthcare managers should become comfortable with using all of these approaches.

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