For each of the five scenarios described below, determine what is the most appropriate conflict-handling style(s).
Case Study 14–7 Conflict-Handling Styles
For each of the five scenarios described below, determine what is the most appropriate conflict-handling style(s).
Scenario One
A radiologist on the staff of a large community hospital was stopped after a staff meeting by a colleague in internal medicine. On Monday of the previous week, the internist referred an elderly man with chronic, productive cough for chest X-ray, with a clinical diagnosis of bronchitis. Thurs-day morning the internist received the radiologist’s written X-ray report with a diagnosis of “probable bronchogenic carcinoma.” The internist expressed his dismay that the radiologist had not called him much earlier with a verbal report. Visibly upset, the internist raised his voice, but did not use abusive language.
How should the radiologist handle this conflict with the internist?
Scenario Two
The Family and Community Medicine Division of a large-staff model HMO serves a population that is ethnically diverse. The senior management team of the HMO, spurred by repeated com-plaints from representatives of one racial group, has encouraged the division, all of whose physicians are white, to diversify. Several black and Hispanic physicians with strong credentials apply for the open positions, but none is hired. Weeks later, a young female family physician learns from several colleagues that the division director has identified her as racist and the obstructionist to recruiting. The comments attributed to her are not only false but are also typical of discriminatory statements that she has heard the division chief utter. The rumors about her “behavior” have circulated widely in the division.
How should the young female family physician handle this conflict with the division chief?
Scenario Three
A manager who reports to the Vice President for Clinical Affairs (VPCA) of a tertiary-care hospital hired a young woman to supervise development of a large community outreach program. During the first four months of her employment, several behavioral problems came to the VPCA’s attention: (1) complaints from community physicians that the coordinator criticizes other physicians in public; (2) concerns from two community leaders that the coordinator is not truthful; and (3) written reports about the project that label and blame others, sometimes in language that is disrespectful. The VPCA spoke several times to the manager about these problems. The manager reported other dissatisfactions with the coordinator’s performance, but he showed no sign of dealing with the behavior. Two more complaints come in, one from an influential community leader.
How should the VPCA handle this conflict with the manager?
Scenario Four
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