|Year : 2021 | Volume
| Issue : 4 | Page : 195-196
Conflict management in healthcare: Creating a culture of co-operation
Department of Paediatric Surgery, Sir Ganga Ram Hospital, New Delhi, India
|Date of Submission||28-May-2021|
|Date of Decision||12-Jun-2021|
|Date of Acceptance||24-Jul-2021|
|Date of Web Publication||21-Aug-2021|
Dr. Alpana Prasad
Department of Paediatric Surgery, Sir Ganga Ram Hospital, New Delhi
Source of Support: None, Conflict of Interest: None
|How to cite this article:|
Prasad A. Conflict management in healthcare: Creating a culture of co-operation. Curr Med Res Pract 2021;11:195-6
Author: Garry McDaniel
Publisher: Koehler Books (January 29, 2021)
Editor: Garry McDaniel, EdD
Edition: 1st Edition, 2021
Price: 1479.00 INR
In the present era of increasing demands for delivery of high-quality affordable healthcare services, along with rising levels of expectations of patients and their families from healthcare providers, there is an unprecedented surge in the reported incidence of conflicts, litigations and violence faced by healthcare organisations worldwide. In this book titled 'Conflict Management in Healthcare: Creating a culture of co-operation', Garry McDaniel et al., with their collective wisdom and experience in fields of management and healthcare, have systematically dealt with reasons of conflicts and its effective management so as to create a culture of cooperation which will help to maximise the productivity and performance of any organisation. The quality of services provided by any healthcare organisation is directly influenced by the conflicts which may occur between physicians, between physician and staff, between administration and management, or between healthcare providers and patients or their families. The authors state that not all conflicts are bad as some may be 'productive conflicts' which eventually help in the progress of the institution by creating a positive change in its image by improving the quality of services and relationships in the organisation. However, when there is disrespectful behaviour, incivility, harassment or bullying, frequent arguments and lingering frustration amongst the employees, then the conflict is 'unproductive' and may lead to wasted resources, litigation or violence which ultimately destroys the reputation of the institution.
Well-managed everyday conflicts provide an opportunity for enhancing interpersonal, team and organisational relationships. The authors have eloquently described the entire process involved in conflict mediation into four crucial steps giving an acronym CCGA – identify the conflict, understand the concerns and needs, clarify the goals and finally develop a plan of action. Conflicts can be minimised by implementing standards for guiding conduct and behaviour, improving communication skills and promoting a work culture that helps sustain a positive work environment. The authors have elaborated on the importance of enhancing communication skills by confronting the conflict honestly, listening and acknowledging the conflict before responding to it and finally committing to a solution which is a 'win-win' situation for all those involved. The implementation of conflict mediation system within any healthcare organisation has to be customised to that particular institution as the cultural and behavioural practices vary. At the end of each chapter, the authors have provided tools and activities to manage everyday conflicts and turn them into opportunity for enhanced cooperation.
This publication is strongly recommended as a beneficial resource not only for administrators and managers but for all healthcare staff including medical students and residents. In the midst of the COVID pandemic when every healthcare organisation is facing unprecedented challenges, the authors have provided a comprehensive roadmap for resolving conflicts, building trust and enhancing patient care.