Conflicts in the operating theatre.
OBJECTIVE
Quality and safety of healthcare depend on team performance. Conflicts decrease team performance. A number of studied factors involved in the development and solution of conflicts are discussed.


RESULTS
An operating team consists of individuals, with specific roles requiring specific expertise and skills, performing interdependent tasks with patient treatment as a common goal. Teams are prone to conflicts: a dispute, disagreement or difference of opinion related to patient management, requiring some decision or action. Many factors determine the character of the conflicts, and these vary between different countries, hospitals and teams. Factors include culture, professional social status, personality of members, etc. Conflicts can induce innovation, but can also result in job dissatisfaction. They even can affect the functioning of the hospital. On average, four conflicts can be observed per operation, which are mostly solved immediately. Communication in an open atmosphere is a major issue in dealing with conflicts. If conflicts are unresolved they grow into relationship conflicts, which are difficult to handle. Understanding the factors that contribute to the conflict is important for mediators. Most conflicts arise about theatre management, case acceptation, unexpected changes in the team or incapability of one of its members.


CONCLUSIONS
There are many possible inductors of conflicts. Conflicts should be immediately resolved by open communication and respectful discussion.
Booij
Leo H D J
LH
Institute for Teaching and Learning in Medicine, Dentistry and Biomedical Sciences, Radboud University Medical Centre Nijmegen, Nijmegen, The Netherlands. l.booij@owi.umcn.nl
D000776:Anesthesiology; D003142:Communication; D003220:Conflict, Psychological; D006801:Humans; D007400:Interprofessional Relations; D007588:Job Satisfaction; D009873:Operating Rooms; D010348:Patient Care Team; D017132:Workplace / Q000523:psychology