Conflict Resolution at the St. Clare Hospital The St. Clare Hospital was founded in 1988. In the past few years, the revenues have dropped steadily to a point where CEO James Edwards is considering cost control to improve the organization’s bottom line. Mr. Edwards understands physicians play a critical role in controlling cost, but they do not have a great interest in cooperating with him to sustain the viability of the hospital. Mr. Edwards decides to hire Wendy Jones as the chief operating officer and empower her to cut costs for the hospital. The first measure taken by Ms. Jones is to outsource the interpretation of imaging readings and fire the radiologist Dr. Harris. By doing so, the hospital would save $160,000 per year. However, after two weeks, the hospital sees 18% inaccuracy rates in outsourced reading reports. The hospital might face legal liabilities from inaccurate readings. Mr. Edwards and Ms. Jones want to stay with the plan to control costs, but the physicians are furious. The medical director, Dr. Wiseman, gathers all staff physicians to a call for action. Write a four-to six-page double-spaced paper (excluding title and reference pages), addressing the following: •Describe types of conflict identified in this case. •Explain conflict management styles evidenced in this case. •Propose a conflict resolution strategy to be used. •Recommend strategies to reduce cost and legal liabilities. Including an introduction and conclusion paragraph, your paper must be four to six double-spaced pages (excluding title and reference pages) and formatted according to APA style as outlined Purchase the answer to view it

Conflict resolution is an essential aspect of organizational management, particularly in situations where differing opinions and interests arise. In the case of St. Clare Hospital, a number of conflicts have come to limelight, primarily revolving around the cost control measures proposed by CEO James Edwards and implemented by the newly hired chief operating officer, Wendy Jones. This paper will discuss the types of conflict identified in this case, evaluate the conflict management styles demonstrated, propose a conflict resolution strategy, and recommend strategies to reduce cost and legal liabilities.

One of the key conflicts in this case is the disagreement between the CEO and the physicians. While Mr. Edwards recognizes the importance of physicians in controlling cost, he is met with a lack of cooperation from them. This conflict arises from the differing interests of the CEO and the physicians. Mr. Edwards prioritizes cost control and the viability of the hospital, while the physicians may prioritize patient care and their own job security.

Another conflict is the decision by Ms. Jones to outsource the interpretation of imaging readings and subsequently fire Dr. Harris, the radiologist. This decision, aimed at saving $160,000 per year, causes a conflict between the hospital and the physicians. The physicians are furious because they view this decision as compromising patient care due to the 18% inaccuracy rates in the outsourced reading reports. Additionally, the hospital may face legal liabilities from inaccurate readings, further exacerbating the conflict.

In this case, several conflict management styles have been evidenced. Mr. Edwards and Ms. Jones can be seen as using a forcing or competing style as they prioritize cost control and stick to their plan, despite the opposition and anger from the physicians. Conversely, the physicians may employ a collaborating style as they gather together to call for action and voice their concerns. However, they may also use an avoiding style as they express their frustration by not cooperating with the CEO.

To effectively resolve the conflicts in this case, a conflict resolution strategy involving a combination of collaboration and compromise is recommended. Collaboration would be beneficial as it would allow all parties involved to actively participate in the decision-making process and work towards a mutually agreeable solution. By facilitating open communication and creating a space for the physicians to voice their concerns and suggestions, there is a higher likelihood of finding a resolution that meets the needs of both the hospital and the physicians.

Additionally, compromise would play a crucial role in resolving the conflicts. While the hospital’s financial sustainability is important, it should not come at the expense of compromising patient care and exposing the organization to legal liabilities. Therefore, finding a middle ground that takes into consideration the concerns of the physicians while still implementing cost control measures is essential.

In order to reduce costs and minimize legal liabilities, several strategies can be recommended. Firstly, a thorough evaluation of the outsourced imaging reading service should be conducted to determine the reliability and accuracy of the reports. If the inaccuracy rates persist, the hospital should consider reevaluating the decision to outsource and explore alternatives such as hiring a new radiologist or implementing additional quality control measures.

Furthermore, cost reduction strategies can be implemented by identifying inefficiencies within the organization. This can include streamlining administrative processes, negotiating better deals with suppliers, and implementing evidence-based practices that optimize resource utilization without compromising patient care. By identifying areas for improvement and implementing cost-saving measures, St. Clare Hospital can effectively reduce expenses without compromising the quality of care provided to patients.

In conclusion, the conflicts at St. Clare Hospital revolve around differing interests and the implementation of cost control measures. The conflict management styles evidenced include forcing, collaborating, and avoiding. To resolve the conflicts, a combination of collaboration and compromise is recommended. Strategies to reduce costs and legal liabilities include evaluating the outsourced service, streamlining administrative processes, and implementing evidence-based practices. By effectively managing conflicts and implementing cost-saving measures, St. Clare Hospital can improve its financial viability while maintaining high-quality patient care.

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