Conflict Resolution at St Clare Hospital - Term Paper Example

Conflict resolution at ST Clare hospital Question one There are various conflicts identified in ST Clare hospital. The first one is responsibility conflict. The hospital is recording a drop in its revenue. Physicians are crucial in controlling costs in the hospital, but they are not willing to cooperate with the current CEO. As a result, he decides to hire an operating officer who comes up with the idea of firing the radiologist and outsourcing imaging interpretations. However, the hospital records a percentage of 18% inaccuracy in the outsourced reports proving to be a problem for the hospital. It therefore risks facing legal liabilities as a result of the inaccurate readings. Personality conflict is also seen in the process. The CEO differs with other physicians and employees in the work process resulting into them calling for action. The hospital also faces differences in leadership. The CEO and the operation officer are willing to maintain their plan of reducing costs to increase their revenue. However, the physicians are not buying the idea and are quite furious about it. Moreover, there is conflict of differences in working styles. The style the CEO and the operating officer are willing to adopt differs from that of the other physicians in the facility. This is resulting into lack of cooperation in the hospital resulting into more crises in the health facility. This might even be represented in their work performance resulting into lack of patient’s satisfaction in the end of it all (Wrench, 2013). Question two In handling the visible work place conflict in the health facility, it is important for the CEO and other physicians to come into a consensus. They should agree on how to work out the problems arising in the health care without dwelling much on one part. The CEO should avoid handling the problems alone since collaboration is essential in ensuring increased revenues of the hospital. The CEO ought to schedule a meeting with the physicians together and hear their views. He should avoid siding with any outside source whose sole aim would be to jeopardize the operations of the hospital. Each view aired by each physician should be considered and only the best implemented. They should then sit down and go through the suggested ideas one by one and implementing the most important of them all. This would reduce the conflict seen with a very high rate since the physicians would view the CEO as one who respects the views of employees. The most important thing to consider is that communication is very crucial in any workplace setting. Lack of proper communication between the CEO and the Physicians could result into increased tension between the two. The CEO should ensure that he encourages the employees to communicate with him frequently in the event of any problem arising. By so doing, the physicians will gain trust in the CEO and this will be evident in their work performance. Establishing a good working relationship with employees is also important since it will ensure that both the CEO and the physicians in the hospital are in good working relations. As a result, both will work towards the achievement of the organization’s goals and improving the hospital’s revenue to the expected level. Question three There are various applicable conflict resolution strategies in this situation. The first one is to listen to all conflicting sides. It is important to give each party a chance to express themselves and get everything on the table for an easy solution (Heather Falconer, 2009). Most of the conflicting physicians will feel good just knowing that their concerns are heard. The next step is to get to the root of the problem. It is important to get to the main cause of the problem arising and looking for a solution from there. It is important for the conflicting sides to know what kind of conflict they are dealing with and finding a solution from there. The third step is teaching all employees to embrace their diversity and differences. Once every employee has aired out their views, it is important to analyze how the different ideas complement each other. The CEO and other top officials in the health facility can align the views to maximize the strengths rather than the differences arising. The next strategy is coming up with a common ground. It is important to come up to a consensus to enable ach party feel appreciated and motivated to work even harder. The next step is to get both parties to agree on the solution presented. It is important to keep the goals and objectives of the organization in check while developing a solution. Though it is important to impose the solution sometimes, it is ideal to ensure that both conflicting parties agree with the presented solution and that both are comfortable with it. Question four There are various strategies the health facility can engage in to reduce costs and legal liabilities. One of them is cutting on operation costs. The health facility should come up with some of the work force than can be done away with to reduce on the cost of operation. They should also ensure that they use some cost effective measures including looking for other means of coming up with cost of operation. This will ensure that they continue providing more quality healthcare services to their patients despite the reduced costs of operation. The health care facility should also choose to outsource some of their services from other healthcare providers to ensure that they spread the costs and risk of operation with the other health facility. Moreover, the health facility should ensure that they seek the services of trained and well qualified professionals in the event of their outsourcing activities. They should also ensure that they seek the services of well qualified physicians to conduct then work of providing quality services to their patients to prevent coming on the long side of the law. This is because in the event of any problem arising from the diagnosis given, the health care facility might risk facing legal liabilities imposed by their patients. They should always consult with their legal professionals before embarking on any activity that might bring about legal problems in future (Hoffmann, 2012). References Heather Falconer, M. B. (2009). Irs Managing Conflict in the Workplace. New York : Routledge. Hoffmann, E. A. (2012). Co-operative workplace dispute resolution. Farnham, Surrrey, England : Gower Pub. Wrench, J. S. (2013). Workplace communication for the 21st century. Santa Barbara, Calif: Praeger. 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