Complete case study 14-8, “Conflict Handling Styles,” located on page 323 of Organizational Behavior in Health Care.
Course Code
HCA-615
Class Code
HCA-615-O500
Criteria
Content
Percentage
90.0%
Applies conflict handling style to scenario one.
(2.2)
18.0%
Applies conflict handling style to scenario two.
(2.2)
18.0%
Applies conflict handling style to scenario three.
(2.2)
18.0%
Applies conflict handling style to scenario four.
(2.2)
18.0%
Applies conflict handling style to scenario five.
(2.2)
18.0%
Organization and Effectiveness
10.0%
Mechanics of Writing (includes spelling,
punctuation, grammar, and language use)
10.0%
Total Weightage
100%
Assignment Title
Benchmark – Conflict Handling Styles Case Study
Unsatisfactory (0.00%)
Does not apply conflict handling style to scenario one.
Does not apply conflict handling style to scenario two.
Does not apply conflict handling style to scenario three.
Does not apply conflict handling style to scenario four.
Does not apply conflict handling style to scenario five.
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice
and/or sentence construction are employed.
Total Points
100.0
Less Than Satisfactory (65.00%)
Applies conflict handling style to scenario one, but selection
of conflict handling style was not appropriate for the
scenario.
Applies conflict handling style to scenario two, but selection
of conflict handling style was not appropriate for the
scenario.
Applies conflict handling style to scenario three, but selection
of conflict handling style was not appropriate for the
scenario.
Applies conflict handling style to scenario four, but selection
of conflict handling style was not appropriate for the
scenario.
Applies conflict handling style to scenario five, but selection
of conflict handling style was not appropriate for the
scenario.
Frequent and repetitive mechanical errors distract the
reader. Inconsistencies in language choice (register) and/or
word choice are present.
Satisfactory (75.00%)
Applies appropriate conflict handling style to scenario one.
Applies appropriate conflict handling style to scenario two.
Applies appropriate conflict handling style to scenario three.
Applies appropriate conflict handling style to scenario four.
Applies appropriate conflict handling style to scenario five.
Some mechanical errors or typos are present, but are not
overly distracting to the reader. Audience-appropriate
language is employed.
Good (85.00%)
Applies appropriate conflict handling style to scenario one
and provides supporting evidence and details for the
application by referencing some module readings or relating
prior knowledge and experience.
Applies appropriate conflict handling style to scenario two
and provides supporting evidence and details for the
application by referencing some module readings or relating
prior knowledge and experience.
Applies appropriate conflict handling style to scenario three
and provides supporting evidence and details for the
application by referencing some module readings or relating
prior knowledge and experience.
Applies appropriate conflict handling style to scenario four
and provides supporting evidence and details for the
application by referencing some module readings or relating
prior knowledge and experience.
Applies appropriate conflict handling style to scenario five
and provides supporting evidence and details for the
application by referencing some module readings or relating
prior knowledge and experience.
Prose is largely free of mechanical errors, although a few may
be present. The writer uses a variety of sentence structures
and effective figures of speech.
Excellent (100.00%)
Applies appropriate conflict handling style to scenario one
and provides supporting evidence and details for the
application by referencing all relevant module readings and
relating prior knowledge and experience.
Applies appropriate conflict handling style to scenario two
and provides supporting evidence and details for the
application by referencing all relevant module readings and
relating prior knowledge and experience.
Applies appropriate conflict handling style to scenario three
and provides supporting evidence and details for the
application by referencing all relevant module readings and
relating prior knowledge and experience.
Applies appropriate conflict handling style to scenario four
and provides supporting evidence and details for the
application by referencing all relevant module readings and
relating prior knowledge and experience.
Applies appropriate conflict handling style to scenario five
and provides supporting evidence and details for the
application by referencing all relevant module readings and
relating prior knowledge and experience.
The writer is clearly in command of standard, written
academic English.
Comments
Points Earned
324
CONFLICT MANAGEMENT AND NEGOTIATION SKILLS
How should the dean handle this conflict with the chair of the Department of Anatomy and
Cell Biology?
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 upcoding 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?
SOURCE: “Managing Low-to-Mid Intensity Conflict in the Health Care Setting” by C.A. Aschenbrener-Siders,
1999, Physician Executive, 25(5), pp. 44–50. Reprinted with permission.
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Case Study 14-8 Conflict-Handling Styles
For each of the five scenarios that follow determine the most appropriate conflict-handling
styles).
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. On
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?
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 com-
plaints from representatives fone racial group, has encouraged the division, all of whose physi-
cians are white, to diversify. Several black and Hispanic physicians with strong credentials
for the open positions, but none are hired. Weeks later, a young female family physician learns
from several colleagues that the division director has identified her as racist and the obstruction-
ist to recruiting. comments attributed her are not only false but are also typical of discrimi-
natory 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?
Scenario Three
A manager who reports to the vice president for clinical affairs (VPCA) of a tertiary-care hos-
pital 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 physi-
cians in public; (2) concerns from two community leaders that the coordinator is not truthful; and
(3) complaints about 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 prob-
lems. 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 influen-
tial community leader.
How should the VPCA handle this conflict with the manager?
Scenario Four
The medical school in an academic health center recently implemented a problem-based curric-
ulum, 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 medi-
cal 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.