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Essay / Research Paper Abstract
A 10 page research paper that discusses conflict and conflict resolution in a healthcare institution. The writer discusses Jehn's Typology of Conflict. Bibliography lists 8 sources.
Page Count:
10 pages (~225 words per page)
File: D0_khjehn.rtf
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Unformatted sample text from the term paper:
and frustrated at situations wherein they feel that they have to accept the responsibility for patient outcomes, but in many instances, do not have a corresponding "commensurate authority" to enable
these outcomes, while they simultaneously try to deliver "quality, compassionate care," in working conditions characterized by "heightened stress, the loss of respect, declining income, and lack of professional satisfaction"
(Waldman, Smith and Hood, 2003, p. 5). Consider this thumbnail summation of US healthcare, it is not surprising that conflict in healthcare institutions often arises. This examination of the problem
of conflict will address the practical application of Karen Jehns Typology of Conflict to the goal of resolving conflict with the environment of a healthcare institution. The problem of
conflict in a healthcare context According to business scholars, managers generally spend between 30 and 40 percent of their workday handling some form of conflict (Haraway and Haraway, 2005). In
healthcare organizations, conflicts occur between employees and between employees and management, as well as between organizational units and different institutions (Haraway and Haraway, 2005). The estimated cost of unresolved conflict
within a hospital setting can be particularly high. Research on this topic states that virtually every healthcare administrator, as well as healthcare staff, can cite instances where there have been
inadequacies in the standard of patient care due to a clinician refusing "to consult the on call physician or group" due to a contested area of expertise that remain unresolved
(Haraway and Haraway, 2005, p. 11). Research on conflict in healthcare environments has noted that conflict between doctors and nurses has tendency to be adversarial in nature (Haraway
and Haraway, 2005). According to one scholar, the physician-training process promotes an adversarial approach because "decisions are made, problems solved and negotiations with others (are) conducted through argument" (Haraway and
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