NOTES: The Competing Style is when you stress your position without considering
ID: 431647 • Letter: N
Question
NOTES:
The Competing Style is when you stress your position without considering opposing points of view. This style is highly assertive with minimal cooperativeness; the goal is to win. The competing style is used when a person has to take quick action, make unpopular decisions, handle vital issues, or when one needs protection in a situation where noncompetitive behavior can be exploited. To develop this style you must develop your ability to argue and debate, use your rank or position, assert your opinions and feelings, and learn to state your position and stand your ground.
The Avoiding Style is when you do not satisfy your concerns or the concerns of the other person. This style is low assertiveness and low cooperativeness. The goal is to delay. It is appropriate to use this style when there are issues of low importance, to reduce tensions, or to buy time. Avoidance is also appropriate when you are in a low power position and have little control over the situation, when you need to allow others to deal with the conflict, or when the problem is symptomatic of a much larger issue and you need to work on the core issue. To develop skills in this style use foresight in knowing when to withdraw, learn to sidestep loaded questions or sensitive areas by using diplomacy, become skillful at creating a sense of timing, and practice leaving things unresolved.
The Compromising Style is finding a middle ground or forgoing some of your concerns and committing to other's concerns. This style is moderately assertive and moderately cooperative; the goal is to find middle ground. The compromising style is used with issues of moderate importance, when both parties are equally powerful and equally committed to opposing views. This style produces temporary solutions and is appropriate when time is a concern, and as a backup for the competing and collaborating styles when they are unsuccessful in resolving the situation. Compromising skills include the ability to communicate and keep the dialogue open, the ability to find an answer that is fair to both parties, the ability to give up part of what you want, and the ability to assign value to all aspects of the issue.
The Collaborating Style is when the concern is to satisfy both sides. It is highly assertive and highly cooperative; the goal is to find a “win/win” solution. Appropriate uses for the collaborating style include integrating solutions, learning, merging perspectives, gaining commitment, and improving relationships. Using this style can support open discussion of issues, task proficiency, and equal distribution of work amongst the team members, better brainstorming, and development of creative problem solving. This style is appropriate to use frequently in a team environment. Collaborating skills include the ability to use active or effective listening, confront situations in a non-threatening way, analyze input, and identify underlying concerns.
The Accommodating Style is foregoing your concerns in order to satisfy the concerns of others. This style is low assertiveness and high cooperativeness; the goal is to yield. The accommodating style is appropriate to use in situations when you want to show that you are reasonable, develop performance, create good will, keep peace, retreat, or for issues of low importance. Accommodating skills include the ability to sacrifice, the ability to be selfless, the ability to obey orders, and the ability to yield.
ASSIGNMENT:
A) Scenario One: A radiologist on the staff of a large community hospital was stopped after a staff meeting by a colleague in internal medicine. On Monday of the previous week, the internist referred an elderly man with chronic, productive cough for chest X-ray, with a clinical diagnosis of bronchitis. Thursday morning the internist received the radiologist’s written X-ray report with a diagnosis of “probable bronchogenic carcinoma.” The internist expressed his dismay that the radiologist had not called him much earlier with a verbal report. Visibly upset, the internist raised his voice, but did not use abusive language. How should the radiologist handle this conflict with the internist? State the most appropriate conflict-handling style (compromise, collaboration, competition, avoidance, accommodation
• The most appropriate conflict-handling style?
• Why did you choose this style?
B) Scenario Two: The Family and Community Medicine Division of a large-staff model HMO serves a population that is ethnically diverse. The senior management team of the HMO, spurred by repeated complaints from representatives of one racial group, has encouraged the division, all of whose physicians are white, to diversify. Several black and Hispanic physicians with strong credentials apply for the open positions, but none is hired. Weeks later, a young female family physician learns from several colleagues that the division director has identified her as racist and the obstructionist to recruiting. The comments attributed to her are not only false but are also typical of discriminatory statements that she has heard the division chief utter. The rumors about her “behavior” have circulated widely in the division.
How should the young female family physician handle this conflict with the division chief? State the most appropriate conflict-handling style (compromise, collaboration, competition, avoidance, accommodation).
• The most appropriate conflict-handling style?
• Why did you choose this style?
C.) Scenario Three: A manager who reports to the Vice President for Clinical Affairs (VPCA) of a tertiary-care hospital hired a young woman to supervise development of a large community outreach program. During the first four months of her employment, several behavioral problems came to the VPCA’s attention: (1) complaints from community physicians that the coordinator criticizes other physicians in public; (2) concerns from two community leaders that the coordinator is not truthful; and (3) written reports about the project that label and blame others, sometimes in language that is disrespectful. The VPCA spoke several times to the manager about these problems. The manager reported other dissatisfactions with the coordinator’s performance, but he showed no sign of dealing with the behavior. Two more complaints come in, one from an influential community leader. How should the VPCA handle this conflict with the manager? State the most appropriate conflict-handling style (compromise, collaboration, competition, avoidance, accommodation).
• The most appropriate conflict-handling style? Compromising
• Why did you choose this style? Solve the differences
D.) Scenario Four: The medical school in an academic health center recently implemented a problem-based curriculum, dramatically reducing the number of lectures given and substituting small-group learning that focuses on actual patient cases. Both clinical and basic science faculty are feeling stretched in their new roles. In the past, dental students took the basic course in microanatomy with medical students. The core lectures are still given but at different times that do not match with the dental-curriculum schedule. The anatomists insist that they don’t have time to teach another course specifically for dental students. The dean has informed the chair of the Department of Anatomy and Cell Biology that some educational revenues will be redirected to the dental school if the faculty do not meet this need.
How should the dean handle this conflict with the chair of the Department of Anatomy and Cell Biology? State the most appropriate conflict-handling style (compromise, collaboration, competition, avoidance, accommodation).
The most appropriate conflict-handling style?
Why did you choose this style?`
E.) Scenario Five: The partners in a medical group practice are informed by the clinic manager that one physician member of the group has been repeatedly up coding procedures for a specific diagnosis. This issue first came to light six months ago. At that time the partners met with him, clarified the Medicare guidelines, and outlined the threat to the practice for noncompliance. He argued with their view, but ultimately agreed to code appropriately. There were no infractions for several months, but now he has submitted several erroneous codes. One member of the office staff has asked whether Medicare would consider this behavior “fraudulent.” How should the partners handle the situation with the other physician partner? State the most appropriate conflict-handling style (compromise, collaboration, competition, avoidance, accommodation
The most appropriate conflict-handling style?
Why did you choose this style?
Explanation / Answer
Scenario one-
The most appropriate conflict handling style that the radiologist should adopt here is collaborating style. This style is suitable in this situation because in this case the issue should be resolved between the two satisfying both the parties. Though the radiologist performed his duty effectively, the internist expected him to be more responsible as the case was critical. Doing so was not his duty in job profile but would be a gesture of extra care and responsibility if done. Also, the aggression shown by the internist is for the concern of a patient and not his personal interest. Hence the radiologist cannot take an approach that is low on assertiveness or cooperativeness. using this style will give a win-win situation. It can focus on improving relationships by integrating solutions. What is done cannot be undone by raising the conflict or blaming anyone. This approach can be used to bring up a mutual solution for further action. An open discussion can be made on how to resolve the issue by working as a team. The radiologist can confront the situation in a peaceful manner and find the best solution for it for which he can cooperatively work with the internist for amicable results.
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