Disruptive Conflict

A conflict can be described as an interpersonal disagreement between two or more parties having a difference in opinion, controversy, negative understanding or insufficient communication (McKibben, 2017). Within the healthcare arena, conflict cannot be avoided. It can have the ability to have a negative impact on the function of the team and result in inadequate patient care. When poor patient care is provided, the integrity of the nurse, the nursing profession, and healthcare as a whole is endangered (McKibben, 2017). As a result, conflict management is the process of recognizing and dealing with conflict in a realistic, fair, and competent fashion. Productive communication, problem solving, and discussing with a focus on the issues are required skills needed for conflict management (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014).

According to Pidgeon (2017) conflict resolution is a competencies that all leaders must acquire to successfully lead a group of people. Specifically, “conflict resolution is defined as the ability to find amicable solutions to a conflict when it occurs between multiple parties” (Pidgeon, 2017, p. 340). As the assistant director and leader for ambulatory services, it is my responsibility to respond to the complaint made by a physician, who is also an important customer, about the clerk and director of nursing (DON).

In this paper I will discuss the conflict that is occurring at General Hospital, the conflict management styles that are evident in the case, and how General Hospital could have used teams to address the cost reductions needed to stay competitive. I will also describe how the CEO of General Hospital, Mike Hammer can us negotiation skills to get buy-in for the cost reductions and finally I will recommend a strategy for Hammer to resolve the problem.

Conflict is a fundamental part of life. In healthcare systems, where it is imperative to work in interdisciplinary teams in order to deliver quality patient care, it is inherent there will be conflict. Different members of an interdisciplinary team will bring various sets of morals, ideals and opinions, which ultimately will result in the overall team having a hard time working together. A lack of proper leadership, stress among team members and interpersonal relationships all contribute to issues within integrative healthcare teams. When not effectively resolved, conflict within healthcare teams has been linked to adverse consequences: issues among team members affect the quality of care delivered to patients. Positive conflict management is essential to building a cohesive care environment in which patients can thrive.

The potential for conflicts would consist of pointing fingers and judging without investigating. A person might already know who the employee is that started the problem and approach the person, unprofessionally. The process needs to be redefined and no one should be singled out as the culprit. Furthermore, a conflict may ignite if communication is not open. Hence, one person might feel an idea or strategy is not helpful to reach the goal. Although, good teamwork creates a positive environment. If there is a heated disagreement, it can lower the mood, and demotivate the rest of the team. However, according to Cheesebro, (2010) Conflict is healthy in certain situations, because it will bring a team together. Research has shown, employees who feel part of a strong team are happier and more productive. An acronym for team

There are two different types of conflicts that could happen in a work place which would be functional and dysfunctional. A functional conflicts is a healthy, constructive disagreement between a groups or individual. A dysfunctional conflict is an unhealthy disagreement that occurs among an individual or groups of employees. A functional conflict will leave employees on a positive note it would only bring awareness to both sides of the issue, improvement of working conditions due to accomplishing solution together, solving issues together to improve overall morale, and making innovation and improvements with an organization. A functional conflict is something everyone is known as a win-win conflict. A dysfunctional conflict stem from emotions and behavioral origins, will have a negative impact for both parties that are having the conflict and the company. Dysfunctional conflicts are commonly known as win-lose conflict (Lombardo, 2003). It is not good for you to try and avoid a work conflict, it only making problems bigger. Work conflicts often happens from communications errors such as poor information, no information and misinformation. Another reason why a work conflict could happen because of emotions. Work place conflicts could emerge in any number of forms but there are some general variety types of conflicts that are repeated on the basis such as conflicts with the boss, conflicts with peers, and

Family violence, I believe can mean different things to different people. Based on what I read, family violence is an act of physical abuse, which causes injuries between members who are related somehow. The violence can also be psychological and mental. There has been great debate however on what constitutes family. It does not necessarily mean related by marriage or blood. It can also be between partners of any kind. I feel the term should be more classified as relationship or intimate as the book states. Violence is to give a broader variance to the subject. The most accurate and reliable way to measure family violence is by using the Conflict Tactic Scale (CTS). This method measures 3 variables: use of rational discussion and agreement, use of verbal/nonverbal expressions of hostility, and use of physical force or violence. The CTS is deemed to be more reliable due to the sampling procedure, the expansive numbers The CTS is deemed to be more reliable due to the sampling procedure, the expansive number of respondents and the validity of the CTS as a measuring device. The theory that offers the most hope of understanding family violence in my opinion is the social learning

My main intention is to persuade the audience on the topic that those who cannot learn from history are doomed to repeat it and to pass year 12. The violent encounters of the past contain valuable lessons about resolving conflict. This writing is to be directed at the people reading it, which will be the general audience that doesn’t really understand the lessons of past and present conflict. Based on real world examples, and examples from the crucible. The style of writing is an expository.

For centuries, violence has been the go to way to settle conflicts, but it has also been very controversial throughout the years. While some say war is important in order to maintain our freedom, it is actually a very unnecessary and destructive way of settling conflicts because it kills so many innocent people and it hardly ever accomplishes anything for such a hefty price.

The escalation of conflict is not the only problem the increased number of private military contractors bring. These contractors have a different object and priority than the stationed troops in conflicts. The contractor's’ number one priority is protecting their asset, as the private corporations know that if the important figure they are assigned to protect gets captured or killed, it would be devastating for the business and most likely they would lose the funding the government provides. Since the priority of the contractors is to keep the asset safe, they will often be very aggressive, securing perimeters and stopping any vehicles that get too close. There has been many cases where the private contractors shoot at cars to stop them,

Workplace incivility affects absenteeism, turnover, workplace satisfaction but it also affects patient safety, as nurses report an inability to concentrate in an environment that fosters incivility.

An effective conflict management approach is the key to the realization of improved quality of healthcare service, patient safety and satisfaction, holistic staff morale boost. Most important of all is the line of communication between all the moving parts in the medical team. A break in the communication line can spell danger in lives of the very patients that they are being entrusted with. The case of Dr. Michael Henry surrounding the conflict between physicians and staff at the Adams Memorial Hospital is one well outlined and a classic case example. Here the hospital’s Board of Trustees (BOT) need to decide whether to revoke Dr. Henry’s medical staff membership and clinical privileges or not considering evidentiary information presented

Conflict is a fact of life - for individuals, organizations, and societies. The costs of conflict are well-documented - high turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. What many people don't realize is that well-managed conflict can actually be a force for positive change.

After further review of the case study, conflict management among team members needs to be addressed. Resolving conflict can often be like a constant balancing act among the opposing needs and interests; conflict can be unpleasant and stressful (Haraway & Haraway III, 2005). Conflict manage is essential for the success of healthcare organizations. Learning, as an organization, to constructively manage and succeed in conflict situations is a foundational construct of leadership and management (Ledlow, 2009). There are six different conflict styles: (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) compromising and (6) problem solving. After reading the case study, the surgical team is displaying conflict style of avoiding “potential disruption outweighs the benefits of resolution, gathering information supersedes immediate decision making, others can resolve the conflict more effectively and issues seem a result of other issues,” (Ledlow, 2009). Instead of going to the Physician Assistant, Nurse B should feel comfortable speaking to the surgeon with her questions and concerns.

Conflict is a "state of disharmony brought about by differences of impulses, desires, or tendencies" (Rayeski & Bryant, 1994). Although many people and organizations view conflict as an activity that is usually negative and should be avoided, conflict is a natural result of people working