Dealingwith Conflicts in Health Care Institutions
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Diversityof work place is the most powerful tool of creating and sharingknowledge. However, such an environment can become a battlefield ifconflicts remain unchecked every time. Exposure of health careproviders to the professional environment offers opportunities towork with people of different personalities attached to the conceptsof professionalization and socialization. Individuals differ in theirthinking and perspective of work resulting in emotive, personal andintellectual differences that come with various workplace roles andmay often lead to conflicts. Health care organizations haveappreciated the need to deal with conflicts. TheJoint Commission, Hospital Accreditation Program report will informthis essay on established protocol that advices healthcareorganization on how deal with conflict at various levels.
The Nature of Conflict 4
Exhibits A, B, and C 5
Exhibit A 5
Exhibit B 5
Exhibit C 6
Dealingwith Conflicts in Health Care Institutions
Conflictmanagement is the process by which negative impact of conflict isreduced by shifting the focus to increasing the benefits of itsimpact in the working place. This requires a sober mind to be able toidentify and deal with conflicts carefully, justifiably and moreefficiently. Conflicts at a workplace are natural occurrences, but itis crucial that they are understood by the parties involved andhandled amicably. Conflicts arise as a result of everybody strivingto be recognized as the most relevant person while anotheris also endeavoring to achieve the same goal. This paper willconsider manifestation of conflict in places of work and explore thepractical steps listed to address the problem and rescue the qualityof health care.
TheNature of Conflict
Resolvingdifferences is a very diverse and dynamic process as they come invarious forms, and from different quotas in a healthcareorganization. Conflicts come along with different complexities, andso are the different levels or stages of tackling the conflicts.Battles can range in extent from simple misunderstandings and soundarguments in a single meeting and go to an extreme of long andentrenched hard opposing positions by medical staff, nurses,administration and regulation bodies (Almost,Wolf, et al., 2016).Dependingon the severity of the conflict, a leader or a manager could usevarious fronted options of communication styles in an attempt tomanage the dispute at hand, so that it doesn`t adversely affect theoperations on patients` safety and quality of care.
Theprinciples required to help in conflict resolution in healthcareorganizations include open communication, being tolerant andaccepting different angles, willingness to accept the existence of aconflict, establishing an environment where mutual respect thriveswhen dealing with the conflict, consistency in conflict resolutionand establishing a process of managing conflict regarding proceduresand policies in the work place (Almost, Wolf, et al,, 2016). Conflictmanagement and resolution require a sober and a decisive mind as itcould cost one peace for the rest of the career if it is not wellmanaged within the ranks it has occurred. Its far reaching impactmight include burnout and drain of emotions.
ExhibitsA, B, and CExhibit A
ExhibitA is an establishment of the Joint Commission, Hospital AccreditationProgram. It is a governing body that is vested withmuchpower of providing a mechanism within which conflict resolution amonghospital members of staff is achieved. The body manages conflictsbetween leadership groups to protect the quality of health servicesand safety of care (Dinsdale, 2015). The implementation ensuresamicable resolution of conflicts with the help of conflict managementexperts from within and outside the organization. The policy isimplemented when a conflict arises and could adversely affect thesafety of care to the patients.
ExhibitB establishes the actions and the jurisdiction of the jointcommission. The areas within which the joint committee should act andthe reasons why the Commission should act in a particular manner anddecide on a matter in a specific direction. The commission developsthe areas which would jeopardize or undermine the culture of safety.The exhibit further talks of the root causes and contributing factorstoward the emergence of conflict in the health care institutions(Posthuma, 2012). There is also the requirement of the existence of ajoint commission, which has new leadership standards beginning 1stJanuary 2009. It delves into the disruptive and unacceptable conductin two of the elements which are that the hospital has the code ofconduct that govern the behavior of the staff, both acceptable andconflicting actions and that the leadership establishes andoperationalizes the process of conflict management.
ExhibitC shows the areas of conflict occurrence and how staff could engagein conflicting issues and the opportunities for conflict management.The display lists the areas where conflicts arise (Dinsdale, 2015).Also, the exhibit enumerates conflict management drafters` checklist,which shows the purpose of the dispute management policy, the policyprovisions, and the procedure which should be followed in making theconflict resolution a success.
Conflictsare normal occurrences in every institution that is run by humanbeings, but it is more critical when it happens in a Medicare centeras it could jeopardize the culture of patients` safety and care.Therefore, there is a need to have a policy that is proactive actingas preventive rather than reactive as only to solve the problems thathave already arisen. In that breath, the medical services sector hasestablished the conflict management policy and procedures asenumerated by exhibits A, B, and C. In Exhibit C, the operational andactualization of the system is evident.
Almost,J., Wolff, A. C., Stewart‐Pyne, A., McCormick, L. G., Strachan, D.,& D`Souza, C.
(2016).Managing and mitigating conflict in healthcare teams: an integrativereview.
Journalof advanced nursing.
Dinsdale,J. (2015). Alternative dispute resolution trial. VeterinaryRecord,176(22), pp.578-578.
Posthuma,R. (2012). Conflict management and emotions. InternationalJournal of Conflict