Case Study 147: Conflict Handling Styles For Each Of The Fiv

Case Study 147 Conflict Handling Stylesfor Each Of The Five Scenarios

Analyze five distinct conflict scenarios within healthcare settings and determine the most appropriate conflict-handling style(s) for each situation. Consider the stakeholders involved, the nature of the conflict, and the organizational context to recommend effective resolution strategies that promote collaboration, address misunderstandings, and uphold professional standards.

Paper For Above instruction

Introduction

Conflict is an inevitable aspect of organizational life, especially within complex and dynamic fields such as healthcare. Effective conflict management is essential to maintain professional relationships, ensure patient safety, and promote organizational efficiency. Different situations require different approaches, depending on the nature of the conflict, the stakeholders involved, and the organizational culture. This paper evaluates five distinct healthcare conflict scenarios, identifying appropriate conflict handling styles based on Thomas-Kilmann Conflict Mode Instrument (TKCMI) typologies, such as accommodate, avoid, collaborate, compete, or compromise.

Scenario One: Radiologist and Internist

The first scenario involves a radiologist who presents a diagnosis of probable bronchogenic carcinoma to an internist after delaying verbal communication. The internist, upset about the delay, raises his voice but avoids abusive language. The primary issue revolves around communication breakdown and the emotional response. The most suitable conflict handling style here is collaboration, as both parties share a common goal of patient care. The radiologist should handle the conflict by engaging in a calm, open discussion, explaining the reasons for the delay, and emphasizing the importance of timely communication. Using collaborative techniques promotes mutual understanding, enhances trust, and facilitates a solution that prevents future communication gaps.

Scenario Two: Discrimination Rumors and Accusations

The second scenario involves a young female family physician falsely accused of being racist, with rumors circulating about her discriminatory behavior. The conflict stems from misunderstandings and false accusations that threaten her professional reputation. A problem-solving or collaborative approach would be appropriate. She should calmly confront the division chief, provide evidence countering the false claims, and seek to clarify any misconceptions. Engaging in open dialogue with HR or a neutral mediator can facilitate a resolution, fostering transparency and restoring her reputation. Addressing the conflict directly and assertively helps to resolve misunderstandings and supports a fair organizational culture.

Scenario Three: Behavioral Problems in a Community Outreach Coordinator

The third scenario concerns a manager who has received multiple complaints about a coordinator’s problematic behavior, including criticism of physicians, dishonesty, and disrespect. Despite feedback, the manager has not taken corrective action. The VPCA should use a competition or problem-solving style, leaning towards assertiveness and direct action. The VPCA must address the ongoing issues by holding a formal performance discussion, clearly outlining expectations, and implementing corrective measures. If necessary, disciplinary steps should be taken to resolve the conflict decisively, ensuring the coordinator's behavior aligns with organizational standards and that patient care quality is maintained.

Scenario Four: Curriculum Conflict Between Medical and Dental Schools

The fourth scenario involves a conflict between the dean and the Department of Anatomy and Cell Biology regarding curriculum changes affecting dental students. The department's refusal to adapt their teaching schedule contradicts the dean’s educational priorities. An authoritative or accommodating approach may be appropriate, depending on organizational priorities. Given the dean’s emphasis on educational quality and financial considerations, a firm, authoritative stance directing the department to collaborate and adapt would be effective. The dean should communicate organizational needs clearly and seek compromise, emphasizing the importance of meeting educational standards while maintaining departmental autonomy, possibly through negotiation and persuasion.

Scenario Five: Physician Upcoding for Billing

The fifth scenario addresses ethical concerns about a physician repeatedly upcoding procedures, risking legal and financial repercussions. The partners previously addressed the issue but the problem reemerged. A collaborative and problem-solving approach is essential here. The partners need to engage the physician in an honest discussion about the ethical and legal implications of the behavior. They should clarify organizational policies and reinforce the importance of compliance, possibly involving legal or compliance experts. If the physician persists, disciplinary actions or sanctions may be necessary. This approach promotes ethical standards while maintaining professional integrity within the group practice.

Conclusion

Effective conflict resolution in healthcare requires selecting appropriate styles tailored to specific situations. Collaboration and problem-solving are often ideal for fostering mutual understanding and long-term solutions, while assertiveness may be necessary for urgent or non-responsive conflicts. Avoidance and accommodation can have roles but should be applied judiciously to prevent unresolved issues. By understanding and applying suitable conflict-handling strategies, healthcare organizations can improve communication, uphold ethical standards, and maintain a positive working environment.

References

• Cummings, T.G., & Worley, C.G. (2015). Organizational Development and Change. Cengage Learning.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom, Inc.
• Hocker, J. L., & Wills, T. (2015). Negotiation and Conflict Management. McGraw-Hill Education.
• Rosenberg, S. (2017). Conflict resolution in healthcare organizations. Journal of Healthcare Management, 62(2), 88-99.
• Jabri, M. (2017). Managing conflicts in healthcare: Strategies to resolve disputes. International Journal of Healthcare Quality Assurance, 30(3), 273–283.
• Kolb, D. M., & Putnam, L. L. (1992). The multiple faces of conflict in organizations. Journal of Organizational Behavior, 13(3), 221-236.
• Quick, J. C., & Kimball, D. (2004). Preventing Workplace Violence. American Psychological Association.
• Gordon, T. (2010). Ethical dilemmas and conflict management in healthcare. Medical Ethics Journal, 6(1), 45-52.
• Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• De Dreu, C. K., & Gelfand, M. J. (2012). The psychology of conflict management in organizations. Annual Review of Psychology, 63, 61-93.