For Each Of The Following Scenarios, Describe The Type ✓ Solved
For each of the following scenarios, describe the type of
For each of the following scenarios, describe the type of conflict that is being represented by the particular scenario being described.
(a) Hadley Primary Care Group in Johnson, Vermont has been in the community for 35 years. The senior partner in the group is a member of the hospital Medical Executive Committee. The 10-member primary care group is the major source of primary care in the community of 10 thousand people although there are a few other primary care providers in solo practice offices. A new hospital administrator was recently hired to assume responsibility for the organization. He announced to the physicians that he hired a physician search firm to recruit five family practitioners that would be employed by the hospital. He justified the decision by saying that increasingly hospitals were employing their own doctors and the community was experiencing a significant population growth with retirees. Dr. Wetzman from Hadley Primary Care expressed his dissatisfaction to no avail and said he would discuss it with his primary care partnership and if necessary bring it to the hospital Board of Trustees.
(b) After reading of the new advances in virtual visits, the administrator of Stoughton Memorial Hospital proposes to his medical staff that it might be worthwhile to consider initiating a similar effort with a reintermediation strategy. The administrator says she has contacted TelaDoc, a company that has partnered with several other hospitals to provide 24/7 virtual visit services. The CEO then shows several similar-sized hospitals’ web pages where the hospitals’ virtual visits offerings using TelaDoc are promoted. At this point, the medical staff meeting is in an uproar. Several doctors say that they will lose business or else will lose referrals.
(c) Austin Orthopedics is one of the largest orthopedic groups in Southwestern Oklahoma. After many years of admitting to Tulsa General Hospital, the physician group decides that it might just be better for them in terms of operating room efficiency and their own patient satisfaction if they take a major leap in investment and market positioning to build their own free-standing outpatient surgical suites. In recent years, the vast majority of their own surgeries have required few overnight stays in a hospital. The hospital, upon learning of these plans, decides that it might be best for them to go to the AAOS, hold an internal meeting of orthopedic surgeons, and mount an aggressive campaign to recruit their own orthopedic surgeons into the community.
Paper For Above Instructions
In healthcare organizations, conflicts often arise due to various factors including competition for resources, differing priorities, and changing market dynamics. The three scenarios presented depict different types of conflicts that can occur in medical settings, including interpersonal conflicts, organizational conflicts, and competitive conflicts.
Scenario A: Interpersonal and Organizational Conflict
The first scenario involves the Hadley Primary Care Group, which faces both interpersonal and organizational conflict. The new hospital administrator’s decision to recruit five family practitioners to be employed by the hospital represents a significant shift in control over primary care services in the community. This move can be perceived as a threat to existing relationships and the autonomy of the primary care group. Dr. Wetzman’s dissatisfaction with the changes illustrates the interpersonal conflict emerging between the hospital administration and the primary care practitioners. It escalates when Dr. Wetzman considers taking the issue to the hospital Board of Trustees, indicating a move towards formal organizational conflict. This type of conflict often arises when existing structures and power dynamics are challenged, leading to resistance from those who stand to lose power or resources (Thomas, 2017).
Scenario B: Competitive Conflict
The second scenario at Stoughton Memorial Hospital highlights competitive conflict. The proposal to introduce virtual visits in collaboration with TelaDoc is met with hostility from the medical staff. Several doctors express concern over losing business and referrals, suggesting a competitive dynamic where the providers feel threatened by the potential change in service delivery. The uproar indicates that the medical staff perceives the introduction of telehealth services not only as a technological advancement but as a direct competition to their practices. In this instance, the conflict arises from the fear of diminishing market shares and the inability to adapt to new healthcare delivery models. The tension signifies a need for better communication and collaboration between hospital administration and medical staff to address these competitive concerns (Anderson et al., 2019).
Scenario C: Strategic Conflict
The final scenario involving Austin Orthopedics reflects strategic conflict. The decision of the orthopedic group to invest in their own outpatient surgical suites indicates a strategic shift aimed at enhancing operational efficiency and improving patient satisfaction. The hospital’s reaction—planning an aggressive recruitment campaign for orthopedic surgeons—demonstrates a defensive strategy aimed at counteracting the threat posed by the orthopedic group’s decision. This is a classic example of strategic conflict where stakeholders are attempting to navigate their positions in light of external pressures and opportunities. Such conflicts commonly arise when organizational goals are threatened by the actions of others in the marketplace, suggesting the need for strategic alignment among healthcare providers (Lee et al., 2021).
Conclusion
In conclusion, the conflicts highlighted in these scenarios reflect the complexities of the healthcare environment where multiple interests and competitive dynamics intersect. Understanding the types of conflicts—interpersonal, competitive, and strategic—can help healthcare organizations navigate challenges more effectively. By fostering open communication and collaboration, organizations can mitigate conflicts, enhance relationships, and ultimately improve patient care outcomes. Addressing these challenges is paramount as the healthcare landscape continues to evolve with innovations in service delivery and technology.
References
- Anderson, L. A., Quist, M., & Piper, B. (2019). Telehealth Implementation: Strategies to Foster Collaborative Work Environments. Journal of Telemedicine and Telecare, 25(5), 270-278.
- Lee, K. H., Cheng, M., & Nguyen, A. (2021). Strategic Responses to Market Changes in Healthcare: Insights from Orthopedic Practices. Health Services Management Research, 34(1), 3-12.
- Thomas, K. W. (2017). Conflict Management: Strategies and Skills for Productive Relationships. 3rd ed. San Francisco, CA: Jossey-Bass.
- American Medical Association. (2020). Virtual Care: A Guide for Organizations. Retrieved from https://www.ama-assn.org.
- National Institutes of Health. (2021). Trends in Telehealth. Retrieved from https://www.nih.gov.
- American Academy of Orthopaedic Surgeons. (2018). Practice Management: Challenges and Strategies. Retrieved from https://www.aaos.org.
- Wang, H., & Patrick, D. L. (2020). The Impact of Telemedicine on Healthcare Utilization. Health Affairs, 39(10), 1767-1775.
- Telehealth Resource Center. (2021). Best Practices for Implementing Telehealth Solutions. Retrieved from https://www.telehealthresourcecenter.org.
- Cohen, S. B. (2019). Navigating Competitive Tensions in Health Systems: A Guide for Leaders. Health Economics, Policy and Law, 14(4), 354-370.
- Baker, D. W., & Clark, A. A. (2021). Organizational Responses to Conflict in Healthcare. Journal of Healthcare Management, 66(3), 163-176.