RT Book, Section
A1 Flores, Leslie A.
A2 McKean, Sylvia C.
A2 Ross, John J.
A2 Dressler, Daniel D.
A2 Brotman, Daniel J.
A2 Ginsberg, Jeffrey S.
SR Print(0)
ID 56192605
T1 Chapter 25. Negotiation and Conflict Resolution
T2 Principles and Practice of Hospital Medicine
YR 2012
FD 2012
PB The McGraw-Hill Companies
PP New York, NY
SN 978-0-07-160389-8
LK accessmedicine.mhmedical.com/content.aspx?aid=56192605
RD 2024/04/20
AB Hospitalists  face  the  potential  for  conflict  every  day.  They  work  in  highly  complex  organizations  in  which  in  order  to  be  successful  they  must  interact  effectively  with  a  wide  variety  of  individuals  in  what  is  often  a  challenging,  emotionally  charged  environment.  They  must  learn  to  navigate  not  only  the  formal  organizational  bureaucracy  of  rules,  systems,  and  processes,  but  also  the  informal  political  hierarchy  that  influences  power  and  decision  making.  Often,  they  must  do  so  with  little  or  no  formal  training  in  conflict  management  at  an  early  stage  in  their  medical  careers.  In  addition,  they  may  encounter  conflicts  between  what  referring  physicians  would  like  them  to  accomplish  during  hospitalization  and  the  needs  of  the  hospital  to  expedite  care  to  the  outpatient  setting.