mediation. Shifting the focus of the parties from a need to to reaching a place of mutually “win” beneficial understanding is the primary objective. Successful conflict management is a fundamental part of managing human relationships in the workplace (Porter-O’Grady & Malloch, 2011.) leaders must continuously strive Today’s to avoid unnecessary conflict while understanding and embracing the differences unique to each of their employees. Using unavoidable conflicts as springboards towards positive change by nurturing and facilitating open and honest communication is critical. Understanding that it is the unique contributions of the individuals that oftentimes create opportunities for conflict (Tojo & Dilpreet, 2007) healthcare leaders can responsibly supervise in truly diverse and dynamic today’s work environment. What instigates conflict more rapidly perhaps than anything else is the never ending prospect and reality of change in healthcare environment? It is a well-known today’s phenomenon that most people simply do not like change. Yet, the one thing that leaders can be assured of as the normative experience is that change is inevitable. As noted by our authors “all of the planning in the world and all of the anticipation that accompanies it cannot change the fact that contingencies are a fundamental part of the human (Porter-O’Grady & Mallock, experience” 2011.) Once we have openly accepted the fact that not all change can be anticipated, it is then that we are better able to place more attention on developing adaptation and coping techniques to deal with the consequent crisis that will arise. Crisis can come in many forms, ranging from natural disasters to war. Humans have formed complex organizational systems and, the more complex the system, the more likely the onset of a crisis (Porter-O’Grady & Malloch, 2011.) It is absolutely vital that health care leaders are prepared to confront the unexpected on a daily basis. The best approach is the development of systematic and integrated plans at the
mediation. Shifting the focus of the parties from a need to “win” to reaching a place of mutually beneficial understanding is the primary objective. Successful conflict management is a fundamental part of managing human relationships in the workplace (Porter-O’Grady & Malloch, 2011.) Today’s leaders must continuously strive to avoid unnecessary conflict while understanding and embracing the differences unique to each of their employees. Using unavoidable conflicts as springboards towards positive change by nurturing and facilitating open and honest communication is critical. Understanding that it is the unique contributions of the individuals that oftentimes create opportunities for conflict (Tojo & Dilpreet, 2007) healthcare leaders can responsibly supervise in today’s truly diverse and dynamic work environment. What instigates conflict more rapidly perhaps than anything else is the never ending prospect and reality of change in today’s healthcare environment? It is a well-known phenomenon that most people simply do not like change. Yet, the one thing that leaders can be assured of as the normative experience is that change is inevitable. As noted by our authors “all of the planning in the world and all of the anticipation that accompanies it cannot change the fact that contingencies are a fundamental part of the human experience” (Porter-O’Grady & Mallock, 2011.) Once we have openly accepted the fact that not all change can be anticipated, it is then that we are better able to place more attention on developing adaptation and coping techniques to deal with the consequent crisis that will arise. Crisis can come in many forms, ranging from natural disasters to war. Humans have formed complex organizational systems and, the more complex the system, the more likely the onset of a crisis (Porter-O’Grady & Malloch, 2011.) It is absolutely vital that health care leaders are prepared to confront the unexpected on a daily basis. The best approach is the development of systematic and integrated plans at the
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