Kennedy M M
Physician Exec. 1998 Jul-Aug;24(4):60-1.
Knowing how to resolve conflict with finality establishes positive changes in coworker relations, prevents drops in productivity, and frees a manager's time for more important issues. Conflict arises from four sources: (1) Real or imagined differences in values, (2) dissimilar goals, (3) poor communication, and (4) personalizing generic or organizational issues. Right now health care is full of the latter. It's possible--and useful--to make conflict productive rather than disruptive. The secret is using a process that produces a solution acceptable to everyone. This requires three steps: (1) Value differences must be addressed, (2) communication styles must be established, and (3) everyone must commit to mutually satisfactory resolution of the issues.
知道如何最终解决冲突能在同事关系中带来积极变化，防止生产力下降，并为管理者腾出时间处理更重要的问题。冲突源于四个方面：（1）价值观上真实或想象的差异，（2）目标不同，（3）沟通不畅，以及（4）将一般性或组织性问题个人化。当下医疗保健领域充斥着后者。使冲突产生建设性而非破坏性的影响是可行且有益的。秘诀在于运用一个能产生让每个人都能接受的解决方案的流程。这需要三个步骤：（1）必须解决价值观差异，（2）必须确立沟通方式，以及（3）每个人都必须致力于以双方都满意的方式解决问题。
