SCENARIO ONE
Conflicts at workplace are common and especially in healthcare where a single mistake can result in greater loss. In this situation the internist is speaking louder and being angry but he has not used abusive language which means that there is a chance to settle the conflict easily. Moreover, until the time of conflict there had not been some great loss or repercussion which means there is a chance that the conflict can be resolved in a friendly way. So, for this purpose, I would suggest that one party should remain calm which in this case should be the radiologist. This situation needs to be handled in a cooperative mode (Afzalur Rahim, 2002). As it was never asked of the radiologist to give the verbal report immediately so it is not a big fault but considering the age of the patient, it would have been highly appropriate if the verbal report have been given. So, the radiologist should remain calm and make use of accommodating style to manage this rising conflict. Though in the long run, having accommodating as the dominant style is not effective but for the short-term, the radiologist should keep harmony and try to diffuse the anger of the internist by remaining patient and play down for a while (Benfari, 1999). This style is helpful here because the radiologist is aware that the issue is more important to the internist at the moment so he should accommodate at this time.
SCENARIO TWO
As long as any written statement is not being issued by the senior management, the female physician must avoid commenting or reacting to such verbal accusations. If the management feels it to be necessary to call upon her for an explanation to this matter, only then she should explain her position and might complain against the false accusations against her. Till then, she should adopt an avoiding style of conflict management. This will let the conflict work itself out or may reflect an abhorrence to tension and frustration. But avoiding is merely a short-term strategy as keeping unresolved conflicts for long can eventually lead to negative results (Winder, 2003). In case she is called upon by the management, only then she should adopt a collaborative approach. This will enable both the management as well as the physician to exchange certain information and seek a collectively acceptable solution to the conflict (Cavanagh, 1988).
SCENARIO THREE
In this case the manager is not willing to cooperate with the VPCA. The reason could be either personal or the mutual benefits of the manager and the coordinator. If the manger is not cooperating with the VPAC, an inquiry is likely to be established with an assertive competing attitude against the manger and the coordinator. This involves an assertive and uncooperative behavior and reflects a win-lose approach to the conflict. While dealing in this mode, the managers use coercive powers such as demotion, dismissal, negative performance evaluations etc. where the decision is made through authoritative position and it has to be accepted (Guerrero & Gross, 2014). This is also helpful in implementing strategies and policies formulated by higher level management.
Strict guidelines should be followed in order to resolve the matter. Repeated complaints against a certain personal is not something that should be neglected. The person found guilty should be fired immediately so that the others get an alert. Personal favors are not something that are professionally acceptable.
SCENARIO FOUR
In order to retain the collective revenue of the department, the chair of the department must adopt a compromising and accommodating conflict strategy. It involves give-and-take, whereby both the parties give up something to reach mutually acceptable agreement. It may involve either seeking a middle-ground position, exchanging concessions or splitting the differences. While accommodating mode reflects an unselfish attitude and a long term strategy to encourage cooperation by others (Padrutt, 2010). This style is associated with tension reduction amongst the parties and creating an atmosphere of reassurance and care.
Revising the timetable and extending the faculty could be helpful. Other vise the deduction in the revenues could result in the loss of certain resources of the department. This could end in a long term investment with in the department.
SCENARIO FIVE
The other partners must adopt an assertive mode with competitive style of managing the conflict. Otherwise they will put their credibility at stake. Working with a suspected fraudulent is not a wise option. Former collaborating efforts in assertive mode worked for a short term but ultimately they have to adopt a definitive solution to this problem. Repeating erroneous code submissions might be an indicator to a psychological problem with that partner. Further it will damage the credibility of the entire practicing group. Therefore it would be inevitable if that partner is detached from the group. He must also be further investigated and penalized accordingly. Normally, competitive style of management is avoided in groups but as in this situation, the group has already tried the cooperative behavior and found that still there are repercussions, therefore implementing such a competitive course of action becomes necessary for the survival and effectiveness of the group (Rahim, 1985). Here, a decision by force has become necessary as the negative performance of one of the partners is hurting the performance of all others. So, the need has arisen to use coercive powers like punishment to gain compliance by the practitioner.
References
Afzalur Rahim, M. (2002). TOWARD A THEORY OF MANAGING ORGANIZATIONAL CONFLICT. International Journal of Conflict Management, 13(3), 206-235. doi:10.1108/eb022874
Benfari, R. (1999). Understanding and changing your management style. San Francisco: Jossey-Bass.
Cavanagh, S. (1988). The conflict management style of intensive care nurses. Intensive Care Nursing, 4(3), 118-123. doi:10.1016/0266-612x(88)90006-5
Guerrero, L., & Gross, M. (2014). Argumentativeness, Avoidance, Verbal Aggressiveness, and Verbal Benevolence as Predictors of Partner Perceptions of an Individual's Conflict Style. Negotiation and Conflict Management Research, 7(2), 99-120. doi:10.1111/ncmr.12029
Padrutt, J. (2010). Resolving conflict—now more important than ever. Nursing Management (Springhouse), 41(1), 52-54. doi:10.1097/01.numa.0000366906.88148.72
Rahim, M. (1985). A Strategy for Managing Conflict in Complex Organizations. Human Relations, 38(1), 81-89. doi:10.1177/001872678503800105
Winder, R. (2003). Organizational Dynamics and Development. Futurics, 27(1/2), 5-7.
