Conflict resolution in healthcare management.
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.
Lipcamon
James D
JD
Jennie Edmundson Memorial Hospital, Council Bluffs, IA, USA. JLipcam@nmhs.org
Mainwaring
Brian A
BA
D003220:Conflict, Psychological; D006801:Humans; D007400:Interprofessional Relations; D009937:Organizational Objectives; D010551:Personality; D010559:Personnel Management / Q000379:methods*; D024382:Professional Role; D017132:Workplace / Q000523:psychology*