First, read “Case Study 15-8, Healthy Conflict Resolution”, on page 289-90 of Organizational Behavior in Health Care.
Based on the information in Chapter 15 and your independent research, write a paper that addresses the following questions:
What are the five conflict modes?
What is the basis/cause of the conflict in the case described?
- What conflict style/handling-mode should be use to resolve the conflict?
- Why is the chosen approach preferable to other approaches?
- What are the advantages and disadvantages of your choice?
Chapter 15
Conflict Management
and Negotiation Skills
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Learning Outcomes
▪ The definition of conflict.
▪ The four basic types of conflict.
▪ The five levels of conflict.
▪ The five conflict-handling modes.
▪ The three major negotiation models.
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After completing this chapter, the student
should understand:
Conflict
▪ Three components:
▪ Perceived incompatibility of interests
▪ Some interdependence of the parties
▪ Some form of interaction
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▪ Occurs when an individual or group feels negatively
affected by another individual or group.
Types of Conflict
Cognitive
Affective
Procedural
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Goal
Levels of Conflict
Interpersonal
Intragroup
Intergroup
Interorganizational
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Intrapersonal
Intrapersonal Conflict (1 of 2)
▪ Three types of cognitive dissonance:
▪ Approach/Approach
▪ Avoidance/Avoidance
▪ Approach/Avoidance
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▪ Occurs within an individual and may involve some form of
goal, cognitive, or affective conflict.
Intrapersonal Conflict (2 of 2)
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▪ Three types of role conflict
▪ Person-role conflict
▪ Intrarole conflict
▪ Interrole conflict
Interpersonal Conflict
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▪ Involves two or more individuals who believe that their
attitudes, behaviors, or preferred goals are in
opposition.
▪ Personal characteristics and issues
▪ Interactional difficulties
▪ Differences around perspectives and perceptions of
the issues
Intragroup Conflict
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▪ Involves clashes among some or all of a group’s
members, which often affect the group’s processes and
effectiveness.
▪ Relationship
▪ Task
▪ Process
Intergroup Conflict
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▪ Involves opposition and clashes between groups.
▪ Vertical
▪ Horizontal
▪ Line-staff
▪ Diversity-based
Interorganizational Conflict
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▪ Occurs between organizations due to interdependence
on membership and divisional or system-wide success.
Conflict-Handling Modes
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Conflict Negotiation Models
▪ Three major negotiation models
▪ Distributive (win–loss approach)
▪ Integrative (win–win approach)
▪ Interactive (joint problem-solving approach)
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▪ Negotiation is the process by which two or more
parties decide what each will give and take in an
exchange.
Case Study 15-8 Healthy Conflict Resolution
“Cindy, please reschedule my afternoon clinic; I am going to be out for the rest of the day,” says Dr. Jones,
a senior physician in a hospital-owned multispecialty group.
“But, Dr. Jones,” Cindy says, while whipping off her telephone headset and turning away from the
open patient registration window, “you are double booked for most of the afternoon because you canceled
Discussion Questions
293
your clinic twice this month already. Many of these patients have been waiting more than three months
to see you!”
Jones glances furtively at the waiting room, and already half turned and heading toward the
clinic exit, says, “I’m sure you will be able to smooth things over. Just tell them that I got called to an
emergency.”
Cindy has a suspicion that, because the weather is nice, Jones is taking off with a couple of col-
leagues to go sailing or play a round of golf. After all, he always sports a darn tan, comes to clinic late,
and often leaves early. Cindy does not relish having to call and reschedule these patients, some of whom
have already been rescheduled at least once in the past couple of months.
Cindy decides enough is enough. She calls her manager and requests a meeting as soon as possible.
Her manager can sense that Cindy is upset and offers to have someone cover for Cindy so that they can
talk privately
Cindy tells the manager about the situation with Jones that happens “all the time,” and how she is
“sick of it,” and will not “work another day under these conditions.” After calming Cindy down, the man-
ager promises to bring the matter up with the chief of the department.
To make a long story shorter, suffice it to say that this conflict continues to mushroom to involve sev-
eral more individuals (the chief medical officer, the executive director of the clinic, the director of human
resources, and the union representative) before Jones is ever made aware that Cindy has filed a formal
complaint about him. When he is finally confronted, in a meeting with the chief medical officer and the
director of human resources, he is caught completely off guard.
After all, the incident happened several weeks ago, and Cindy did not mention anything to him about
it. They have continued to work together, in his opinion, as if nothing were wrong. He is also surprised to
find out that Cindy has been keeping a tally of the number of times that he has canceled his clinic, left
early, or started clinic late.
Jones goes from astonishment to red-faced anger in a few minutes. It is clear to all that the relation-
ship between Cindy and the doctor is irreparable. Jones is labeled as a disruptive physician. Cindy is not
welcome in any department because the other physicians are fearful of being targeted. Cindy eventually
resigns, and Jones feels betrayed and unappreciated by his staff and his employer.
If you were the manager in this case, how would you have handled the situation?
Reproduced from Pierce, K. P. (2009. January/February). Healthy conflict resolution. Physician Executive, 35(1). 60-61.
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