Physician executive
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Knowing 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. ⋯ 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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Many physician executives experience a personal jolt as they move to work in a very different relationship with their colleagues. What happens? How can we understand this phenomenon? What can we do to minimize the personal toll so often exacted by the transition to leadership? This paper will focus on these essential questions. ⋯ Many physicians who have been elevated to leadership positions because of their success and interpersonal acceptance, have not had to struggle with this sense of being "a fish out of water" since very early in their professional careers. Unless there is someone in place to reassure and mentor, the resulting confusion can be quite unnerving, resulting in reflex defensiveness.