• Physician executive · Jul 1998

    A crash course in conflict resolution.

    • M M Kennedy.
    • Physician Exec. 1998 Jul 1;24(4):60-1.

    AbstractKnowing how to resolve conflict with finality establishes positive changes in coworker relations, prevents drops in productivity, and frees a manager's time for more important issues. Conflict arises from four sources: (1) Real or imagined differences in values, (2) dissimilar goals, (3) poor communication, and (4) personalizing generic or organizational issues. Right now health care is full of the latter. It's possible--and useful--to make conflict productive rather than disruptive. The secret is using a process that produces a solution acceptable to everyone. This requires three steps: (1) Value differences must be addressed, (2) communication styles must be established, and (3) everyone must commit to mutually satisfactory resolution of the issues.

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