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2020 | OriginalPaper | Chapter

4. Managing Conflict

Authors : Sharon Hull, John Ragsdale III

Published in: Management and Leadership Skills for Medical Faculty and Healthcare Executives

Publisher: Springer International Publishing

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Abstract

This chapter describes accepted conflict management methodology and uses a sample situation from academic medicine leadership to illustrate core skills in conflict management. It points out that conflict is inescapable and not to be avoided, and that constructive management of conflict is a core leadership skill.

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Literature
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Thomas KW, Kilmann RH. Thomas-Kilmann conflict mode instrument, vol. 2007. Mountain View: Xicom, a Subsidiary of CPP, Inc.; 1974.
2.
Thomas KW. Introduction to conflict management: improving performance using the TKI. Mountain View: CPP, Inc.; 2002.
3.
Siders CT, Aschenbrener CA. Conflict management, Part 1. Conflict management checklist: a diagnostic tool for assessing conflict in organizations. Physician Exec. 1999;25(4):32–7.
4.
Aschenbrener CA, Siders CT. Part 2, conflict management. Managing low-to-mid intensity conflict in the health care setting. Physician Exec. 1999;25(5):44–50.
5.
Runde CE, Flanagan TA. Becoming a conflict competent leader: how you and your organization can manage conflict effectively. San Francisco: Jossey-Bass; 2013.
6.
Patterson K, Grenny J, McMillan R, Switzler A. Crucial conversations: tools for talking when stakes are high. 2nd ed. New York: McGraw-Hill; 2012.
Metadata
Title
Managing Conflict
Authors
Sharon Hull
John Ragsdale III
Copyright Year
2020
Publisher
Springer International Publishing
Book
Management and Leadership Skills for Medical Faculty and Healthcare Executives

Print ISBN: 978-3-030-45424-1

Electronic ISBN: 978-3-030-45425-8

Copyright Year: 2020

DOI
https://doi.org/10.1007/978-3-030-45425-8_4