Introduction
“In the middle of difficulty lies opportunity”. This quote from renowned physicist Albert Einstein however doesn’t reflect the current situation at General Hospital where the executive have locked horns with the medical staff over deteriorating standards and need for change. In efforts to halt possible collapse of the institution, General Hospital’s CEO Mike Hammer unsuccessfully attempted a series of measures aimed at expenditure reduction. He attributed the high expenses to wastefulness from physicians led by the Medical Director, Dr. Mark Williams who nonetheless fervently opposed his efforts at cost cutting as likely to compromise “the practice of good medicine”.
Attempts to persuade the physicians individually also failed even as an external consultant confirmed the need for improved administrative competence. Consequently, Hammer hired a fresh COO, Marge Harding to lead in the restructuring and purposefully dealing with the stubborn physicians. Harding’s background as a hospital administrator and sound educational credentials plus a medical family connection made her ideal for the job. She was resolute to slash wastefulness by the physicians and was not intimidated by them.
Seeds of Conflict
The seeds of conflict are implanted as resistance is experienced by one of the partakers in a disagreement. Conflicts between individuals emanate from ordinary interactions as persons perceive hostile reception of their advances thus creating disharmony (Billikopf, 2009). Nevertheless when conflicts are amicably handled, there is likelihood of creating richer relationships as differences are turned into opportunities. On the contrary when conflicts are poorly dealt with, deep resentment and contentious issues spiral. Open communication amongst individuals is the surest way of avoiding disagreements.
According to the Foundation Coalition, individuals usually respond to conflicts either antagonistically or jointly by competing, avoiding, accommodating, compromising, or collaborating with their protagonists (Froyd, n.d). Thus Segal and Smith (2011) assert that since conflicts are unavoidable, whenever two individuals or groups interact, persons should endeavor to turn these conflicts into opportunities for growth. Conflict evoke strong emotions thus should be amicably resolved as they still offer prospects for progress (Froyd, n.d). General Hospital must endeavour to resolve the current conflict through an accommodative approach to the standoff.
Conflict Resolution Steps for General Hospital
An organization’s leadership is charged with resolving conflicts that emanate from working place disagreements and differences of opinion. This enhances a constructive generation of a positive organization culture. Heathfield (2011) advocates for three major conflict resolution steps: shunning avoidance tendencies or burying head under the sand; joint meetings with the conflicting parties; and being aware that the conflict can escalate to encompass the non-combatants.
In the case of General Hospital, Hammer the CEO has vigorously tried to resolve the underlying conflicts brought about by his desire to cut costs with the physicians but who have steadfastly rebuffed his entreaties. Nevertheless, Hammer has went on to hire a consultant to review his position and when his views were confirmed resolved to firmly deal with the matter by delegating it to the new chief operating officer (COO). Similarly, the COO Marge Harding has resolved to confront the opposing group through attrition by at once confronting them and also refusing to meet them face to face.
Harding has also refused to meet separately with the dissenting group of workers or the physicians as the problems caused by their rigidity in spending affects the entire institution. She only sends them a subordinate to “hear” their grievances after firing one of their colleagues. By not giving voice to their special protestations, the COO is likely to ignore other mitigating factors that cannot be addressed by a singular group, thus polarizing the situation. Thus General Hospital’s new COO has rightfully judged that the unresolved conflict transcends the interests of the physicians’ conflict with management as lack of restructuring affects the entire institution currently under threat of collapse. The physicians continued intransigence has inevitably created a hostile environment within the organization thus affecting other employees’ morale and motivation.
Handling Stressful Situations
Successful conflict resolution depend on the protagonists ability to handle stressful situations by being keenly attentive and composed, controlling your feelings and conduct , being empathetic, and avoiding hateful statements and deeds. Thus acute emotional awareness is vital to successful conflict resolution as ability to control stress diffuses potential volatile situations (Segal and Smith, 2011).
The leadership of an organization may escalate or engender conflicts through lack of proper communications to staff, insufficient work tools or resources, poor interpersonal relationships and values, and general ineffectual leadership within the firm. General Hospital’s COO Harding may have to soften her hard-line attitude to appease the physicians who are likely to ultimately have the worst of any deal arrived at.
Conflict is unavoidable and sometimes desirable whilst establishing high-performing teams since they develop by means of “form, storm, norm and perform” phases. Thus, obtaining the best out of divergent views normally require dealing with opposing principles, viewpoints and attitude (McNamara n.d.). This is due to the intrinsic competitive nature of human beings that generate healthy competition between individuals or groups/teams. Nevertheless, poor management of arising conflicts may hinder efficiency, lower organisational motivation, create extra and persistent disagreements, and also result in some offensive misconduct.
General Hospital’s COO has however adopted the more combative competitive conflict style which though understandable in the face of the physicians’ stubborn position, may escalate the situation as they have already threatened to refer patients to other hospitals. Harding application of power gambit may not intimidate the doctors hence the need to temper the approach with conciliatory concessionary conflict technique which may placate them into coming to a softer landing. This conforms to the Interest-Based Relational (IBR) approach which emphasize on avoiding entrenched positions despite valuing divergent views thus resolving contentious issues (Mindtools.com, 2011).
To resolve the current conflict at General Hospital, Hammer and Harding should initiate dialogue with the physicians to arrive at a common ground revolving around the controversial issues. Although unsuccessful before, setting up the ground rules prior to the meetings may create an enabling situation including the possibility of appointing a mediator or an independent arbitrator to ease suspicions (Etu.org., n.d.). Hence the two executives should embrace a cooperation conflict tactic that encompasses developing an empathetic attitude as well as own beliefs to eventually resolve the shared institutional interests. The physicians must be made aware of long-term objectives and likely deterioration of the facility whereas management must appease them with alternative terms to solve the impasse affably.
Resolving conflicts successfully entails acumen and application of far-reaching array of tactics and schemes, from psychological and cognitive skills, to emotional techniques to get definite actions. According to the U.S. Figure Skating Guide preamble, conflict management and resolution require the protagonists to always have “the best interests of the organization in mind” while agreeing to “learn to respectively disagree” prior to negotiations thus avoiding long drawn out acrimonious debates (Messina and Messina, 2004: 7). At General Hospital, an application of the above highlighted techniques can enable the executive persuade the physicians to compromise and thus resolve the current stalemate.
References
Billikopf, G. (2009). Mediation and Conflict Management Book: Conflict Management Skills. University of California.
Etu.org. (n.d.). Conflict Management. Web.
Froyd, J. (n.d). Understanding Conflict and Conflict Management. Web.
Heathfield, S. M. (2011). Workplace Conflict Resolution: People Management Tips. Web.
McNamara, C. (n.d.). How to Deal With Conflict. Web.
Messina, J. J. (2004). Conflict Management and Conflict Resolution Guide. U.S. Figure Skating (USFS).
Mindtools. (2011). Conflict Resolution. Web.
Segal, J. a. (2011). Conflict Resolution Skills: Building the Skills That Can Turn Conflicts into Opportunities. Web.