CONFLICT IN HEALTHCARE ORGANIZATIONS

The Role of Emotion in Conflict in Healthcare Organizations



The role of emotion in conflict in Healthcare Organizations

Introduction

Research indicates that conflict that is left unmanaged has several costly effects and extensive propositions on the healthcare system and its stakeholders. There are several types of conflicts that can happen in healthcare organizations. They can be classified by the identity of the parties or the nature of the issues. These conflicts include workplace conflicts, such as management of employees concerns, internal disputes, governance issues, power and authority issues, disputes on ethics, and patient care issues. They have a negative impact on the outcomes and may also lead to patient's death. Emotions have a direct link in the conflicts. Emotions vary among people, but how a person handles his or her emotions does have an impact on the outcome of the conflict. In this paper, we would be discussing the role of emotion in conflict, in Healthcare Organizations.

Discussion

Conflict has been studied from multiple perspectives, including intrapersonal, interpersonal, and societal. Intrapersonal conflict refers to the discord that occurs within an individual. It is often studied by psychologists and personality theorists who are interested in the dynamics of personality and factors that predispose people to inner conflicts. Interpersonal conflict refers to the disputes that arise between individuals. This is the conflict we focus on when we discuss conflict in a healthcare organization. Societal conflict refers to clashes between societies and nations.

The following definition, based on the work of Wilmot and Hocker (2011, p. 11) best describes conflict. Conflict is a felt struggle between two or more interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for esteem, control, and connectedness. This definition emphasizes several unique aspects of conflict (Wilmot & Hocker, 2011).

First, conflict is a struggle; it is the result of opposing forces coming together. For example, there is conflict when a leader and a senior-level employee oppose each other on whether or not all employees must work on weekends. Similarly, conflict occurs when a doctor and a patient on the treatment he has been receiving from the hospital. In short, conflict involves a clash between opposing parties. Second, there needs to be an element of interdependence between parties for conflict to take place. If leaders could function entirely independently of each other and their subordinates, there would be no reason for conflict. Everyone could do their own work, and there would be no areas of contention. However, leaders do not work in isolation. Leaders need followers, and followers need leaders. This interdependence sets up an environment in which conflict is likely.

When two parties are interdependent, they are forced to deal with questions such as “How much influence do I want to this relationship?” and “How much influence am I willing to accept from the other party?” Because of our interdependence, questions such as these cannot be avoided. In fact, Wilmot and Hocker (2011) contend that these questions permeate most ...