A conflict is a condition involving parties whereby one of them feels that its interests are not supported or are taken negatively by the other parties. There are different intensities of conflicts. For the case of the general hospital, it is an inter group conflict. This is between Mike Hammer, the chief executive officer, chief operating officer, Marge Harding, Doctor Williams who is the director of medicine and the other physicians, (Hellriegel & Slocum, 2011). Mike hammer believes that physicians were a major thwart to the ability of the company to standardize expenses. According to him, they were doing needless expenditures that would cost the hospital more than scheduled. This lack of concern, from his point of view, was due to their adherence to the profession as opposed to patient privileges in other hospitals. Intergroup conflict involves objective incompatibility usually. This is because each individual’s goals are at odds with the others’. For instance, Hammer and Harding’s goal was to save the hospital’s finance by firing Dr. Boyer, the cardiologist performing all the EKG readings. On the contrary, Dr. Williams and other physicians wanted to make sure that the readings were done in proper time.

Here, making changes was perceived differently by each group. Hammer and Harding believed they had the ability to save the hospital finance leading to their view of sacking Dr. Boyer. Unluckily, this is what caused the conflict to arise. After firing Boyer, Harding brings in a new computerized EKG reading. Her first analysis was that it would save $100,000 dollars that would have been directed at the doctors salary. However, the reading turns out erroneous in 25% of the reports, this would cost the hospital a fortune in legal liabilities. Even though, Marge and Hammer are not moved decide to stay with the system.  This makes the other physicians furious because they were not consulted when making changes, as well as the firing of their colleague on no major reasons. Being a crucial conflict, solving it is essential to enable the hospital proceed. Deciding on the conflict management system to be used is imperative in a place of work. The CEO has to choose an efficient conflict management approach to handle problems between the employee and management. Hammer begins with collaboration. Here, he would sit down with physicians and hear out what they had to say. He would as well give them his own party’s story. After this, the top most man would then try to resolve the issue fairly to both parties if able. If this were not possible, then the best solution for the well being of the company would be chosen.

The second approach he applied was force.  He uses his position as the boss to come up with a way out that does not consider the sayings of the physicians on the topic. This means that he has the final part that would not be up for discussion since he believes it is better for the hospital. Though, this is not the best conflict solution for a boss who wants to maintain constant employer-employee relationship. A leader is supposed to be looked up to and should positively influence the employees. This method of conflict management will make the lower party feel unrecognized and their thoughts to be unimportant. He finally tries the avoiding approach when the physicians raise complaints on the firing of Boyer. Here, he assumes the whole issue and does not make any steps in working it out. This though can be a major setback in running of the hospital. The employees will see the CEO as someone irresponsible and weak in action taking. They take him as a person who will not do anything if they do something harmful to the hospital. This will increase employee carelessness thus leading to production of substandard work and even bring up bad habits such as late coming. A number of solutions can be given to the issue that brought concern leading to the conflict that arose. In a working environment, teamwork and cooperation are essential cornerstones for an institution aiming at being productive and competent. Having a common goal or vision leads to the best teamwork.

All groups are thus committed to a similar operative, and their understanding of the objective makes the work in the right direction to achieve it. Unity among leaders and workers can be a reliable driver in business since they understand each other and know their capabilities. Commitment is a key behavior in accomplishing teamwork and lowering the possibility of having conflicts. Sharing of information through updating each other on the new issues will keep all the employees leveled in development. Expressing positive prospects for each other will also bring encouragement to all employees. This should go in hand with empowering each other openly and giving credits to those who have done an admirable job. Endorsing excellent morale and laying emphasis on protection of reputation of the group with outsiders are also teamwork skills that should be practiced.  In conflict solution, coming up with different opinions and facilitation of conflict resolution early before they become big brings understanding. Effectual negotiation helps in solving conflicts whereby your views do not match with your colleague’s opinions. This makes both sides comfortable by finding a solution that is advantageous to both parties, which is the aim of win-win negotiations.

Depending on the situation, different negotiation methods are prescribed. The first one is where one does not intend to work with people ever again and needs no support from them. In this situation it is advisable to play “hardball” which is seeking to win while the other party loses the negotiation. This though, is not quite advisable if one has something to lose if you separate from them. On the contrary, where you see the need to negotiate, then it is necessary to prepare how to join hands based on your own advantage. These approaches however, are suitable for resolving disputes with parties that need to have an ongoing relationship. Playing hardball disadvantages the other party leading to reprisal in afterward. Manipulation and tricking can undercut the trust and hinder the possibility of teamwork. Honesty and being open are the most advisable applications in negotiations like these. In negotiations, we carefully explore positions and the other party’s with the intent of resulting in a mutually acceptable solution that will be advantageous to us both in all ways possible. Positions are not a barrier to listening to lower level opinions that might be for the best for both sides since not all goals are similar (Hellriegel & Slocum, 2011). Strategies ought to be laid to solve this issue that can be a time bomb.

Though renovations are in line, this process must evaluate all cost reduction purposes in all relative areas. It should not be just based on the physician’s salary though they too have to understand the current situation of the hospital if they want to stay there. In professional grounds, the “good cop-bad cop” approach is not appropriate for solving of issues. Marge Harding seems to be concentrating on her long-term carrier than the smooth run of the hospital. This disqualifies her from being an impartial manager. Using threats cannot be a convenient way of negotiating with people. On the other hand, the EKG interpretation ought to have been reviewed before its implementation. It proves the lack of knowledge of the implementers. Mike Hammer is not right in brushing off the physicians and would better have explained to them the situation for their better understanding. Performing without explanations for a manager is using authority thus does not have outstanding leadership qualities.