How to Manage Difficult Situations and Decisions: Conflict Resolution
Conflict is inevitable. It is a normal part of everyday life whether at home or in the workplace. Despite the prevailing belief that all conflict is negative, not uncommonly, conflict and the work of dealing with conflict can be beneficial and lead to improvements in the work environment and can bring out the best in everyone. However, depending on how conflict is managed it can also be detrimental. Indeed, dealing with conflict may be the most important aspect of the job for anyone in a leadership position. This is especially true when dealing with disagreements that may arise in a Department of Surgery. In the most simplistic terms conflict that arises in a Department of Surgery almost always is related to the distribution of resources whether it be due to laboratory space, operating room time, resident assignments, or support for faculty recruitment. In addition, conflict related to issues of faculty compensation is common. This chapter discusses types of conflict, causes of conflict, how to manage conflict, and strategies to resolve conflict, with a particular emphasis on issues pertinent to a Department of Surgery.
KeywordsFaculty Member Conflict Management Harvard Business Review Personality Difference Successful Negotiation
- 1.Lawrence PR, Lorsch JW. Organization and environment: managing differentiation and integration (Harvard Business School Classics). Cambridge: Harvard Business Review Press; 1986.Google Scholar
- 2.MindTools. Bell and Hart’s eight causes of conflict. www.mindtools.com/pages/article/eight-causes-conflict.htm.
- 3.Knowledge at Wharton. “One for all” or “one for one”? The trade-off between talent and disruptive behavior. 2005. http://knowledge.wharton.upenn.edu/article/one-for-all-or-one-for-one-the-trade-off-between-talent-and-disruptive-behavior/.
- 4.Allen C, Reasonover L. Conflict. Westbrook-Stevens, LLC. Accessed on http://www.westbrookstevens.com/conflict_management.htm.
- 5.Furlong GT. The conflict resolution toolbox: models and maps for analyzing, diagnosing, and resolving conflict. Mississauga: Wiley; 2005.Google Scholar
- 6.Dattner B. Most work conflicts aren’t due to personality. HBR Blog Network. http://blogs.hbr.org/2014/05/most-work-conflicts-arent-due-to-personality/. 20 May 2014.
- 7.Davey L. Managing two people who hate each other. HBR Blog Network. http://blogs.hbr.org/2014/06/managing-two-people-who-hate-each-other/. 9 June 2014.
- 8.Charns MP, Schaffer MJ. “Conflict management” and “Models of individual behavior”. In: Health care organization: a model for management. New York: Prentice-Hall; 1983Google Scholar
- 9.Lencioni P. Overcoming the five dysfunctions of a team: a field guide. San Francisco: Josey-Bass; 2005.Google Scholar
- 10.Brinkman R, Kirschner R. Dealing with people you can’t stand: how to bring out the best in people at their worst. New York: McGraw-Hill; 1994.Google Scholar
- 11.Fisher R, Ury W, Patton B. Getting to yes: negotiating agreement without giving in. New York: Penguin; 1991.Google Scholar
- 12.Weiss J. HBR guide to negotiating. Boston: Harvard Business Review Press; 2014.Google Scholar
- 13.Diamond S. Getting more: how to negotiate to achieve your goals in the real world. New York: Crown; 2010.Google Scholar
- 14.Conger J. The necessary art of persuasion. Harvard Business Review. 1998. Retrieved from https://hbr.org/1998/05/the-necessary-art-of-persuasion.
- 15.Cialdini RB. Harnessing the science of persuasion. Harvard Business Review. 2001. Retrieved from https://hbr.org/2002/10/harnessing-the-science-of-persuasion/ar/1.
- 16.Patterson K, Grenny J, McMillan R, Switzler A. Crucial conversations: tools for talking when the stakes are high. New York: McGraw-Hill; 2002.Google Scholar