HCA 615 Topic 3 Conflict Handling Styles Case Study

HCA 615 Topic 3 Conflict Handling Styles Case Study

HCA 615 Topic 3 Conflict Handling Styles Case Study

Conflict Handling Styles Case Study

            Conflict is a behavior that occurs when individuals differ in their thought, feelings and actions. The premise can manifest in disputes, which can have devastating consequences for the parties engaged in a disagreement. In health care setting, factors such as scarce resources, down-sizing, multiple stakeholder demands, high stress and cultural issues can result into conflict (Borkowski, 2011). Dispute arising among the care providers can compromise the quality of care given to patients and also damage the reputation of a care facility. Different approaches exist to manage conflicts in health institution. In the present paper, conflict-handling styles are described based on case scenarios as per the subsequent discussion. 

Case Scenarios

Scenario One

            In this case, conflict is based on a win-win aspect for the mutual gain of the two parties in dispute. An integrative model is proposed by implementing a collaborative style of conflict resolution (Borkowski, 2011). As per this context, it is presumed that each of the health workers made a mistake at different magnitudes. The radiologist provided a report that contravened the earlier diagnosis made by the internist. The latter, on the other hand, shouted at the radiologist. Based on this argument, the radiologist should cooperate with the internist to resolve the matter. This involves peaceful exchange of information on how the internist should have handled the matter rather than shouting at the radiologist. The latter should also not yell back to the internist but need to feel free to interact candidly to arrive at a creative alternative in managing future disagreements (Kim et al., 2017). With this style, parties in dispute find amicable solution by openly sharing insights about the nature of their conflict.   

Scenario Two

            As for this case, the diversity concern might have an effect in the delivery of care at the facility since the institution attends to patients from diverse races. In this regard, the female family physician and the division chief should use accommodating style to handle the contentious issue of race during recruitment. While the information on bias may not be true to the management, the issues raised may represent unselfish acts and can have a long-term impact in the operations of the health institution (Borkowski, 2011). Based on this context, the division should play down by accommodating the recruitment of staff from diverse backgrounds. In other words, Hispanic and African Americans should form part of the staff to satisfy the interest of all stakeholders. The female family physician and the division chief are likely to be entrapped in the issue of racial profiling in staff recruitment in future practices if they fail to address the current concern.

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Scenario Three

            The behavior of the young woman is unappealing to other members of the staff and therefore a remarkable solution need to be formulated. Despite warning, no change is observed with the manner in which the concerned party addresses colleagues in the institution. With this the VPCA need to use compromise in a bid to handle the conflict raised by the manager. In this context, VPCA convinces the manager that the woman will be better so that the two reach a win-win agreement (Borkowski, 2011). However, VPCA should have a dialogue with the woman about her behavior as raised by colleagues and the manager. She must be given an option to change her unacceptable utterances and behavior lest she be dismissed. Through using a compromising style, opposing interests and conflicting goals can be used to change the behavior of the woman (Kim et al., 2017). This entails the use of threats or worst of all, the VPCA can terminate her employment to create harmony in the work setting.  

Scenario Four

            The conflict has arose due to a change in curriculum, which conforms to the demands of learning due to dynamics in patient care. While the implementation the approach is of utmost benefit to the students, it denies anatomists a course to teach. In this scenario, collaboration style of conflict resolution is warranted (Borkowski, 2011). The dean should use collaboration to address the concerns of the anatomists by informing them about the changes and that their services would be directed to other faculties in the Department of Anatomy and Cell Biology. Based on this context, the dean should liaise with the faculty leaders to assess if the aggrieved parties can be accommodated in those sections to address the stand-off (Saeed et al., 2014). However, in case the units have no opportunities, then the original timing for lectures should be reinstated. Alternatively, the anatomist can be informed to seek alternative sessions or rather be dismissed especially if the department does not have options for their services. 

Scenario Five

            In this scenario, the other physician’s partner violates the codes of ethical practice about coding. This compromises the quality of care for patients and the reputation of the medical profession. As such, the competition style of conflict resolution should be used (Borkowski, 2011). The approach is a win-lose scenario in which the physician is reprimanded to face consequences for the actions taken. The method is reached based on prior warning of the physician who still applied wrong coding methods even after he was informed about the consequences. Even though competition style may be seen as a coercive approach, it serves as a punishment especially to the deviant members of a partnership whose actions are deliberately instigated (Saeed et al., 2014). The approach also serves to deter other partners from engaging in such practices which can cause additional disharmony to the group.


Borkowski, N. (2011). Organizational behavior in health care (2nd ed.). Sunbury, MA: Jones and Bartlett. Retrieved from http://gcumedia.com/digital-resources/jonesandbartlett/2011/organizational-behavior-in-health-care_ebook_1e.php

Kim, S., Bochatay, N., Relyea-Chew, A., Buttrick, E., Amdahl, C., Kim, L., … & Lee, Y. M. (2017). Individual, interpersonal, and organisational factors of healthcare conflict: a scoping review. Journal of interprofessional care31(3), 282-290. DOI: 10.1080/13561820.2016.127558.

Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship with conflict management styles. International Journal of Conflict Management25(3), 214-225. DOI: 10.1108/IJCMA-12-2012-0091.

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