| 2011 |
| Almas khoja
[conflict resolution at general hospital] |
This document presents a discussion about the conflict resolution at the General Hospital. Conflict happens daily, whether it happens individually or between two or more individuals. Conflict can be bad or good depending on how an individual or group respond and understand that conflict. Also, conflict depends on different perspectives.
When each person involved in the conflict needs something, all of them should make an effort to work this out. Each person becomes frustrated because he or she realized that he or she has to give up something that he or she likes or cannot obtain ...view middle of the document...
By doing this, the hospital would save $100,000 in doctor’s salary over the next three years and provide nearly instantaneous results.
Without any prior research or practice, Harding signed a contract for one year and technicians were trained. Then, she fired the cardiologist who was doing the EKG interpretation and takes a plane to her vacation. However, on its first week, the new EKG interpretation system is incorrect in 25 percent of the reports. The Hospital might face legal liabilities from inaccurate readings, a factor that seems was not considered by Harding before she left.
Hammer and Harding keep their decision to stay with the new system but the physicians are furious not only because one of the staff was fired, but also because they were completely ignored before making any changes in the new EKG reading implementation.
The Conflict Management Styles in the Case
Choosing a conflict management style is important in many areas of life, especially in business and the workplace. Any manager or owner of a company will need to choose a conflict management style to handle problems between employees, as well as between an employee and the management.
From my point of view, ate the very beginning, Mike Hammer started with the collaborating style for conflict management. Using this method, he would sit down with the individuals involved in the issue, in this case the physicians and hear their concerns, as well as voice their own. Once each party has had a chance to have their say, the manager or owner would then try to find a solution that would make both parties happy if possible. If not, they would choose the solution that is best for the company.
Later on, Hammer and Harding were using the forcing style. Using this method, one would use their position as the manager or owner to make a decision regarding the conflict, no matter how the physicians feel about the situation. Without hearing everyone’s side or taking anyone’s feelings into account, the manager whose conflict management style is forcing will make his own decision in what would be best and that decision would not be up for discussion.
This style would not be best for those who are trying to work with their employees so as to be a leader who influences them and is looked up to by them because forcing will tend to alienate those who are affected by the decision and make them feel as if their thoughts and feelings are unimportant.
Finally, when the physicians complained about Harding firing Dr. Boyer to implement the new EKG system, Hammer uses the avoiding approach. Using this method, Hammer would completely ignore the conflict or issue at hand. Furthermore, Hammer would not take any steps to eliminate the conflict or issue. Like the accommodating conflict management style, avoiding can be very harmful to a business and set it on a downward slope.
This is because the employees will see this person of authority as someone who either does not care or someone who will not take...