Question:
Analysis the case study of Lincoln Hospital third party intervention?
Conflict is known to be inherent in each and every relationship and can take place from a number of different sources. Conflicts can also contribute in the development of interpersonal problems like differences in personality, misunderstandings amongst the members of the group, an absence of interpersonal skills, and the baggage of emotions individuals bring within the relationships. The interventions of third party tends to create focus on conflicts that take place amongst two or a number of individuals within the same organization and are established for addressing and resolving conflicts that contribute in the disruption of effective accomplishment of tasks and the flow of work (Worley, 2009).
The first lesson learnt is that intervention of third party cannot contribute in resolving each and every interpersonal conflict within the business organization (Sorensen, 2013). However, in this particular case of the Lincoln Hospital, Mary and Don had been pushed for looking at and considering the previous isolation and realizing the cooperation and collaboration will be going far more ahead. Their emphasis and interests had been over the activities of individual in comparison with the group activities of sustenance.
Conflict is known to be inherent in each and every relationship and can take place from a number of different sources. Conflicts can also contribute in the development of interpersonal problems like differences in personality, misunderstandings amongst the members of the group, an absence of interpersonal skills, and the baggage of emotions individuals bring within the relationships. The interventions of third party tends to create focus on conflicts that take place amongst two or a number of individuals within the same organization and are established for addressing and resolving conflicts that contribute in the disruption of effective accomplishment of tasks and the flow of work (Worley, 2009). In context with the concepts of conflict resolution and third party intervention, this report will be analyzing the case study of Lincoln Hospital that involved the intervention of third party. This case study seems to be having huge significance in understanding the concept related to intervention of third party.
The employment of intervention had been done as the only solution being utilized for the experiences of issues in the boundaries of the Lincoln Hospital. Physicians in practice have bonding with specific and more often, a number of hospitals whose specialized facilities are being utilized by them (Sorensen, 2013). Also, physician has played a significant role in this case study as he or she has link with the higher levels of authority in the administration of hospital being used while being connected for bringing the pressure over the members of the staff. This type of a situation had been significantly involved in the case of the Lincoln Hospital that is a profit earning hospital having a number of beds available for being filled (Worley, 2009).
The administrators of the hospital include the previous president of the hospital, who was mostly complied in relation with the demands held by the surgeons. Linking this case study and the situations involved with the theory of conflict resolution, this report will be highlighting a number of facts and recommendations that could have been and can be applied in the settings of the real world.
Lincoln hospital is a profit earning organization which had been facing challenges in the level of productivity, work of the team, and staffing within the department of OR that created a focus upon deteriorating the relationship of work amongst two leaders of the organization that are Don, the newly appointed chief of surgeons and Mary, the director of OR. Both the leaders seemed to be having valuable assets for contributing towards the larger groups of staffing within their supervision and therefore, it was important for retaining the inability involved in these two administrators for performing operations as a team provided negative reflections on the nurses and surgeons of OR (Bell, 2006). While the utilization of intervention had been successful, still tensions had been lingering amongst Mary and Don. This contributed in reaffirming the need for making improvements in the future context.
In context with this situation, while entering within the relationship of OD along with a newly involved client, it is important for having the full understanding regarding the situation and the organization that is being involved and hence, needs to be dealt with in a significant manner. This is the main reason as to why phase of entering and contracting is extremely important for this relationship. Working by the details of this particular part of the services of OD could have ensured that both, the practitioner as well as the client are gaining the benefits from the services being provided (Smith, 2007). In the duration of the phase of entering and contracting, the practitioner and the client will be defining the basic problem being faced by the organization, discussing the scope and opportunities for development, and begin to focus on the creation of a relationship that is healthy as well as collaborative in nature.
These particular steps contribute in allowing the practitioner and client for starting the process to work by the problems and issues that are influencing the business organization. Firstly, there was an increased need for addressing a number of issues in the duration of the phase of contracting within the relationship. Based on the case study, it can be stated that there had been an involvement of negotiation for the contract of psychology, where the historical facts and information was being shared by the president (Sorensen, 2013). This contributed in describing the issue as he was able to see it, and there had been identification of his expectations with the project involved. With this particular information on the background, it can be stated that a number of steps could have been taken up for entering the phase of contracting in the relationship being established.
The employment of intervention had been done as the only solution being utilized for the experiences of issues in the boundaries of the Lincoln Hospital. Physicians in practice have bonding with specific and more often, a number of hospitals whose specialized facilities are being utilized by them (Bell, 2006). Also, physician has played a significant role in this case study as he or she has link with the higher levels of authority in the administration of hospital being used while being connected for bringing the pressure over the members of the staff.
As stated above, while entering within the relationship of OD along with a newly involved client, it is important for having the full understanding regarding the situation and the organization that is being involved and hence, needs to be dealt with in a significant manner. This is important for making a good decision regarding how the process of OD should be carried out (Worley, 2009). While the client is finally going to be the key beneficiary within the relationship and seems to be having a great deal related to power within the process, it can still be considered reasonable and sensible for the practitioner for setting specific expectations related to the process of OD. From the point of view of the practitioner, it can be stated that it would have been important for clarifying a number of aspects involved in the services and relationship that is being provided.
Certain key topics that are supposed to be considered within the contract should be focused on creating expectations in detail from both, the practitioner and the client, determining the outcomes being desired and the goals being targeted, establishing the confidentiality within the process, compensation involved, and ground rule for this particular process (Smith, 2007). Lincoln hospital is a profit earning organization which had been facing challenges in the level of productivity, work of the team, and staffing within the department of OR that created a focus upon deteriorating the relationship of work amongst two leaders of the organization.
There are a number of factors involved in suggesting that the intervention of third party stated within this particular case study had played an important role in the improvement of working relationship between Mary and Don, and at the entire level, the level of effectiveness being delivered by the department (Sorensen, 2013). Hence, it can be stated that the intervention of third party was important for resolving the conflicts in the case of Lincoln Hospital. Improvement can be seen in a number of factors involved such as effectiveness of the group, communication being done with honesty, appropriate level of comfort for creating discussion on the problems of the organization, and establishment of interpersonal trust for Mary and Don, along with the groups under both the leaders (Sorensen, 2013). There had been realization of significant improvement within the services of surgeries that included improvement in managing OR.
In the duration of twelve months followed by the first meeting that had been held between Mary and Don with the consultancy party, there had been no reports of issues with respect to any specific prosthesis required for scheduled surgery of orthopedics. Reports had been made by other surgeons regarding significant obvious improvements in making the surgical equipment and surgical supplies available. After three months of the project being involved, Mary had been initiating meetings on regular basis with the staff for the development of ways for improving their relationships at work with each other, along with the difficult physicians and for addressing improvement required in the department of OR (Bell, 2006). In addition to this, Don had been taking the initiative to help the physicians of OR for addressing the schedules being developed for the rooms of operations.
Surgeons who had been seen abusing the privileges of the schedule ended up losing their times of priority for conducting the surgeries. Within the duration of some weeks, changes took place in the behavior of these surgeons in a significant manner, and by the time the study ended, there had been a decline in the abusing of scheduling privileges by approximately 95 per cent. The employment of intervention had been done as the only solution being utilized for the experiences of issues in the boundaries of the Lincoln Hospital. Physicians in practice have bonding with specific and more often, a number of hospitals whose specialized facilities are being utilized by them (Smith, 2007). Also, physician has played a significant role in this case study as he or she has link with the higher levels of authority in the administration of hospital being used while being connected for bringing the pressure over the members of the staff. Apart from this, physicians had been showing commitment towards the verbal form of abusing being held and confronted for the accountability of behavior that was not professional. In the duration of the last six month, there had been no reports for physicians making verbal abusive behavior with the nurse.
The standard committee of OR in the hospital that not been functioning since almost six month, had been seen reviving. This is important for making a good decision regarding how the process of OD should be carried out. While the client is finally going to be the key beneficiary within the relationship and seems to be having a great deal related to power within the process, it can still be considered reasonable and sensible for the practitioner for setting specific expectations related to the process of OD. This particular committee also involved Mary, as the director of OR, along with a group of six surgeons, holding the responsibility of the following activities (Sorensen, 2013):
With this particular stimulus and the intervention of third party, the leadership skills at the department of OR ended up becoming focused and proactive on the planning and prevention of problem, instead of giving simple reactions towards the crises after there had been eruptions. In addition to this, the continuous shortages related to qualified nurses had been resolved. All seven positions that had been vacant ended up being filled by the nurses who had better skills, knowledge and experience in the clinical setting (Worley, 2009). As important for the finances of the hospital, the rate of turnover and the costs of recruitment for the nurses of surgery came down to a zero. This contributed in translating these amounts into the amount of saving to the hospital that turned out to be 300,000 dollars more in comparison with the amount of savings in the last year.
The two different groups of surgeons, who had been making plans for building the own outpatient centers of surgery, being scrapped with the idea. There had been improvement in the services for pointing that they considered no importance for processing the plans of construction. From the point of view of the practitioner, it can be stated that it would have been important for clarifying a number of aspects involved in the services and relationship that is being provided (Smith, 2007). Certain key topics that are supposed to be considered within the contract should be focused on creating expectations in detail from both, the practitioner and the client, determining the outcomes being desired and the goals being targeted, establishing the confidentiality within the process, compensation involved, and ground rule for this particular process.
For understanding the importance of intervention of third party in this particular case, it seems to be persistent for examining the statements of conclusion provided through the practitioner of OD. In this particular case, the practitioner contributes in stating that there had been an involvement of shift within the relationship between both the parties that lead towards mutually collaborating, accepting the responsibility, and creating a focus over the solutions involved (Broedling, 2002). The involvement of these specific resulting actions provide an outlook with positivity to the previous issues being faced in the hospital of Lincoln. However, the practitioner of OD also seems to be alluding towards the fact that full resolution of the situation had not been done at the time of following up the intervention being involved and expressed.
Based on the analysis done for the case of Lincoln Hospital, conflict is a significant part of a work place that can take place from a number of different sources that include the differences within the personality, orientation of task, interdependence of goal, and point of views amongst the members of the group (Cummings & Worley, 2009). This can also involve competition for the resources that are scarce in nature and their availability is crucial.
Working by the details of this particular part of the services of OD could have ensured that both, the practitioner as well as the client are gaining the benefits from the services being provided. In the duration of the phase of entering and contracting, the practitioner and the client will be defining the basic problem being faced by the organization, discussing the scope and opportunities for development, and begin to focus on the creation of a relationship that is healthy as well as collaborative in nature (Fisher & Keashly, 2008). These particular steps contribute in allowing the practitioner and client for starting the process to work by the problems and issues that are influencing the business organization.
In a clear setting, it can easily be observed that there had been issues involved in Mary and Don, but with the passage of time, it ended up becoming extremely obvious that required a push with full force of motivation. It can be stated that it is extremely important for involving motivation in order to ensure that there is achievement of a positive relationship free from conflicts and related issues (Smith, 2007). Based on the analysis it can be stated that there are a number of lessons learned that can be involved in a significant manner within the setting of actual world. Physicians in practice have bonding with specific and more often, a number of hospitals whose specialized facilities are being utilized by them.
Also, physician has played a significant role in this case study as he or she has link with the higher levels of authority in the administration of hospital being used while being connected for bringing the pressure over the members of the staff. This type of a situation had been significantly involved in the case of the Lincoln Hospital that is a profit earning hospital having a number of beds available for being filled (Worley, 2009). The administrators of the hospital include the previous president of the hospital, who was mostly complied in relation with the demands held by the surgeons.
The first lesson learnt is that intervention of third party cannot contribute in resolving each and every interpersonal conflict within the business organization. However, in this particular case of the Lincoln Hospital, Mary and Don had been pushed for looking at and considering the previous isolation and realizing the cooperation and collaboration will be going far more ahead. Their emphasis and interests had been over the activities of individual in comparison with the group activities of sustenance. Mary and Don had been behaving as they had been on the team of opposition. However, with the intervention of third party, they had started relinquishing the power involved, seeking the interests of other people, and undertaking the activities that will be established in opposition with themselves (Friedlander, 2008). With this particular stimulus and the intervention of third party, the leadership skills at the department of OR ended up becoming focused and proactive on the planning and prevention of problem, instead of giving simple reactions towards the crises after there had been eruptions. In addition to this, the continuous shortages related to qualified nurses had been resolved.
Hence, as a significant lesson to learn, interventions of third party cannot help in resolving each and every interpersonal conflict within the organizations. In addition to this, it can be stated that there can be an involvement of intervention that can end up working in a similar manner, or even within the scope of an improved situations (Smith, 2007). Personal interventions must be designed primarily for helping individuals in being highly effective while communicating with the others. Conflicts can also contribute in the development of interpersonal problems like differences in personality, misunderstandings amongst the members of the group, an absence of interpersonal skills, and the baggage of emotions individuals bring within the relationships.
The interventions of third party tends to create focus on conflicts that take place amongst two or a number of individuals within the same organization and are established for addressing and resolving conflicts that contribute in the disruption of effective accomplishment of tasks and the flow of work. In addition to this, there can be utilization of intervention for building teams as a significantly possible solution in the setting of the organization (Sorensen, 2013). As stated within this particular report. It would have been important for clarifying a number of aspects involved in the services and relationship that is being provided.
Certain key topics that are supposed to be considered within the contract should be focused on creating expectations in detail from both, the practitioner and the client, determining the outcomes being desired and the goals being targeted, establishing the confidentiality within the process, compensation involved, and ground rule for this particular process (Iglesias & Vallejo, 2012). The building of team is important for the enhancement of relationship amongst the employees and the management.
An intervention should be focusing upon the activities of development that are focused on addressing one or more than one members involved in the group. Certain techniques that can be used for this purpose are assisting in the management of conflict, feedback of 360 degree, training and coaching (Judge, 2010). These specific interventions should be focusing on making attempts for altering the ongoing processes of the group by the creation of focus over the attitudes and behaviors of each and every member within the group involved. This type of a situation had been significantly involved in the case of the Lincoln Hospital that is a profit earning hospital having a number of beds available for being filled.
The administrators of the hospital include the previous president of the hospital, who was mostly complied in relation with the demands held by the surgeons. This can contribute in bringing changes within the attitudes of management at higher level or at time, even at the level of the organization (Lewin, 2009). This will contribute in bringing the focus being created over each and every activity and allowing the change and motivation for proceeding the consideration. In this particular case, the practitioner contributes in stating that there had been an involvement of shift within the relationship between both the parties that lead towards mutually collaborating, accepting the responsibility, and creating a focus over the solutions involved (Raymond, 2006). The involvement of these specific resulting actions provide an outlook with positivity to the previous issues being faced in the hospital of Lincoln. However, the practitioner of OD also seems to be alluding towards the fact that full resolution of the situation had not been done at the time of following up the intervention being involved and expressed.
As a significant point, it is important for determining the effectiveness being provided by the intervention of third part. For the completion of this particular purpose, there must first be determination of the reason as to why the practitioner of OD had come in contact at the first point of time. In the literal scenario, the interventions of third party do not have the capability to resolve each and every conflict involved within the business organization (Schein, 2009). Management of conflict being done in an unsuccessful manner in the organizations of health care is the main reason for the creation of stressful environments at work, games of power, and the dissatisfaction of employees.
Conclusion
The conflict that took place at the Lincoln Hospital involved a number of high profile personalities that resulted in having a number of influences over those who had been working within their supervision. This case study seems to be having huge significance in understanding the concept related to intervention of third party. The employment of intervention had been done as the only solution being utilized for the experiences of issues in the boundaries of the Lincoln Hospital. Physicians in practice have bonding with specific and more often, a number of hospitals whose specialized facilities are being utilized by them (Smith, 2007). Also, physician has played a significant role in this case study as he or she has link with the higher levels of authority in the administration of hospital being used while being connected for bringing the pressure over the members of the staff.
The first lesson learnt is that intervention of third party cannot contribute in resolving each and every interpersonal conflict within the business organization (Sorensen, 2013). However, in this particular case of the Lincoln Hospital, Mary and Don had been pushed for looking at and considering the previous isolation and realizing the cooperation and collaboration will be going far more ahead. Their emphasis and interests had been over the activities of individual in comparison with the group activities of sustenance. Mary and Don had been behaving as they had been on the team of opposition. However, with the intervention of third party, they had started relinquishing the power involved, seeking the interests of other people, and undertaking the activities that will be established in opposition with themselves (Worley, 2009). There are a number of factors involved in suggesting that the intervention of third party stated within this particular case study had played an important role in the improvement of working relationship between Mary and Don, and at the entire level, the level of effectiveness being delivered by the department. Hence, it can be stated that the intervention of third party was important for resolving the conflicts in the case of Lincoln Hospital.
References
Bell, C. H. (2006). Effects of Team Building and Goal Setting on Productivity: A Field Experiment. Academy of Management Journal, 29(2), pp. 305-328.
Broedling, L. A. (2002). Managing conflict: Third-party interventions for managers. Academy Of Management Executive, 16(1), pp. 139-154.
Cummings, T. G. & Worley, C. G. (2009). “Organization Development & Change,” 9th ed., Mason, OH: South-Western Cengage Learning, pp. 75-86, pp. 253-268.
Fisher, R. J. & Keashly, L. (2008). Third party interventions in intergroup conflict: Consultation is not mediation. Negotiation Journal, 4 (4), pp. 381.
Friedlander, F. (2008). A Cmparative Sudy of Consulting Processes and Group Development. Journal of Applied Behavioral Science, 4(4), pp. 377-399.
Iglesias, M., & Vallejo, R. (2012). Conflict resolution styles in the nursing profession. Contemporary Nurse: A Journal For The Australian Nursing Profession, 43(1), pp. 73-80.
Judge, T.A. (2010). “Essentials of Organizational Behavior,” 10th ed. Upper Saddle River, NJ: Pearson Prentice Hall, 135, pp. 186-187.
Lewin, D. (2009). Models of Conflict, Negotiation and Third Party Intervention: A Review and Synthesis. Journal of Organizational Behavior, 13, pp. 209-252.
Raymond, J. (2006). “Managing with People: A Managers Handbook of Organization Development Methods,” Reading, MA: Addison-Wesley Publishing Company.
Schein, E. (2009). “Process Consultation. Reading,” MA: Addison Wesley.
Smith, B. (2007). Evolving Intergroup Techniques for Conflict Resolution: An Israeli-Palestinian Plot Workshop. Journal of Social Issues, 33(1), pp. 165-188.
Sorensen, P. F. (2013). OD and healthcare. OD Practitioner, 45(2), pp. 56-59
Worley, C.G. (2009). “Organization Development & Change,” 9th ed. Mason, OH: South-Western Cengage Learning, pp. 297-303.
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