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According to the Illinois Medical Society “to replace an employee dismissed In a conflict can cost up to 160% of his or her salary. ” With that being said; the Illinois Medical Society provides surprising statistical data that further marks conflict as a problem within the healthcare workplace. Furthermore, a company that does not have any ways to deal with or ensure that conflicts are resolved is a step behind because there are many disadvantages to unresolved conflict.
According to Illinois Medical Society , some uniqueness of unresolved conflict are: anxiety stress productivity loss Litigation and strained relationships Moreover, although there are many opportunities for conflict to arise even out of the healthcare workplace, the behaviors of employees can be a direct cause of conflict whether It Is Involuntarily or voluntary. According to the Harvard school of Public Health, many of these conflicts are an outgrowth of larger changes In the healthcare system (2013).
Automatically as we enter the healthcare workplace, we must be mindful that because healthcare is a teamwork profession, you are immediately placed in the mix of recurrent disputes and conflicts that may need negotiation or mediation (HSRP, 2013). In Marcus J. Lemonade’s Renegotiating Healthcare: Resolving Conflict to Build Collaboration, sometimes a third party is needed to settle dispute that the two opposing parties can not reach an agreement on a particular Issue (2011). Teamwork in healthcare effects the effectiveness and quality of healthcare that is provided.
According to the NASH brochure on the effectiveness of teamwork in latherer, a team is defined as “A group or member of individuals who work together to produce products or deliver services for which they are mutually 3). If there is fault or a weak link In a team or if one of the individuals who are participating does not deliver services as sufficiently as they should; the overall goal and efficiency of the team Is then lackluster and less In quality. The same is held true in healthcare policy and implementation of healthcare and may result in conflict between team members. Overall, it is not uncommon for
Medical or hospital personnel to find themselves in a situational conflict. For example, there was a particular situation at the medical center that I volunteered at in which a clerk named Annie was frequently late for her shifts. She was recently hired after being an Intern for a year and had a newborn baby shortly before being this was reflected in her daily, employee duties. She was tardy several times and was falling behind in her work. This made it very difficult for her co-workers because by the time she arrived for her shift everyone would have to stop what they were initially ongoing and assist her.
Although Annie was a team player she failed to realize that she was not being the optimal team player that she can be. Fortunately, there are ways and methods created to resolve conflict. The one in particular is GRIP: content, relational, identity, and process. I will be exploring these four goals within this conflict. These goals are a way a person may look at a dispute and what many pursue in an argument. To begin and be able to even negotiate or settle a conflict each party must recognize the content. The content involves what each person wants.
In his particular conflict, Nannies contented goals was to get to the bottom of why Sherry really wants her fired or “dealt with” by consequence. Generally, Annie wants to be accepted and immediately forgiven in the sense that although she may have complacent difficulty arriving to work on time, she is a valued worker outside of her tardiness and problems being prompt. The other front desk staff; Sherry wants Annie to arrive on time from now on and receive a consequence because she feel as though she is doing her work for her most of the time and does not receive any extra pay or reward.