discussion board due thursday by 11:59 pm use citations and references accordingly 250-300 words
At some point in our careers, most of us have struggled with a conflict while working on a team. Often, a solution to the conflict eludes us.
For this Discussion, you will evaluate a situation in which conflict occurred within a team. You will then propose a solution based on this week’s Learning Resources.
To prepare for this Discussion:

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Review the resources for this week.
Review the following scenario.

Case Study: Whose Patient Is it Anyway?
James Johnson, Vice President of Medical Affairs at Sunshine Memorial Hospital and Health System, hung up the phone and shook his head. He had just had a lengthy and loud conversation with Dr. Horst, the managing physician of the largest general surgery group in town. Dr. Horst and his physician partners were furious that Sunshine Memorial was exploring the possibility of opening a cancer specialty center at Sunshine. The general surgeons were certain that opening such a specialty would lead to a decrease in business for them as patients sought cancer specialists for surgery instead of general surgeons. In addition, the increase in specialty surgeries would lead to a decrease in “block time” in the operating rooms for the general surgeons, also leading to decreased business.

In addition, the general surgeons have been complaining for a couple of years about the operating rooms needing renovations and their desire for newer equipment. James Johnson and the senior management team in general had been unresponsive to these calls for change, providing little information to the surgeons about the possible renovations and the impending cancer specialty center.

Dr. Horst had thundered at James on the phone, “We’ll never get these improvements now because you will make sure all the money goes to the cancer center!”

Still fuming from this conversation (well, he really hadn’t said much, just listened to Dr. Horst yelling at him), he set up a meeting with the COO and CEO to inform them of this newest dilemma in the ongoing dissatisfaction of the general surgeons.

After the COO, the CEO, and the rest of the senior management team discussed the situation, they decided to have a meeting with the physicians in the surgery practice to reach an understanding and agreement about the future of their relationship with Sunshine Memorial. Johnson called Dr. Horst and scheduled the meeting for 6 a.m. the following Tuesday morning (one week away). Both the senior management team and the team of surgeons realize the importance of this meeting and the need to resolve this problem to mutual benefit. The teams begin to prepare for the upcoming meeting.
Post a comprehensive response to the following:

Based on the readings regarding negotiations, what would you suggest the senior management team do to prepare for the meeting and ultimately the negotiations with the surgeons? What would you suggest the surgeons do to prepare for the meeting and negotiations with the senior management team?
Suggest some ground rules for the meeting that will help lead to productive negotiations and assist both teams to come away with a win-win solution.
Utilizing the six tactics from the Eisenhardt, Kahwajy, and Bourgeois (1997) article, develop at least three approaches to use to reduce interpersonal conflict in negotiations and increase the chances of reaching the closure and implementation stage of the negotiation process.
Based on your background and experience, and the knowledge you’ve gained in this course, what would you suggest would be a mutually beneficial closure to this situation?

Robbins, S.P., & Judge, T. A. (2017). Essentials  of organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson.
Chapter 9, “Foundations of Group Behavior”
This chapter describes the five stages of group development: forming, storming, norming, performing, and adjourning. It also presents the five properties of a group: roles, norms, status, size, and cohesiveness. In addition, it explains the types of group decision making.
Chapter 10, “Understanding Work Teams”
The authors compare the types and characteristics of work teams. It shows how organizations can create teams and how the understanding of a team differs in a global context.
Chapter 11, “Communication”
This chapter distinguishes between formal and informal communication, as well as other types of communication. It identifies common barriers to effective communication.
Chapter 14, “Conflict and Negotiation”
This chapter differentiates between various types of conflict and illustrates the conflict process. It also delineates the conflict negotiation process and shows how individual differences influence negotiations. This chapter addresses cultural differences involved with negotiations.
Wesner, M. (2010). Organizational learning: The enduring influence of organization development. Organization Development Journal, 28(3), 41–46. Retrieved from

This article describes organizational development and consulting skills required by professionals. It also provides a framework for organizational learning.
Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois, L. J., III. (1997). How management teams can have a good fight. Harvard Business Review, 75(4), 77–85. Retrieved from

A common peril faced by managers in almost any field is preventing constructive conflict from degenerating into interpersonal conflict. In this article, the authors identify and describe six tactics that highly effective teams use to foster collaboration among team members.
Required Media
Laureate Education, Inc. (Executive Producer). (2010). Good Samaritan Hospital organizational chart—Week 6: Team communication and conflict. Baltimore, MD: Author.

The importance of communication in successful management is addressed by Good Samaritan administrators. 
Video Transcripts (zip file)
Montagne, R. (Host). (2007, February 28). Workplace woes: The team-building retreat [Radio broadcast]. Retrieved from
This National Public Radio program maintains that out-of-office team-building retreats often have the opposite rather than the intended effect. This program provides a number of tips for team building.
Optional Resources
Jungalwalla, R. (2000). Transforming groups into teams. Executive Excellence, 17(2). Retrieved from
InterLink Training and Coaching. (n.d.). Achieving effectiveness through team communication. Retrieved from
Hcareers. (n.d.). Cross-cultural communication tips for effective diversity management.
By, an onTargetjobs Company. Used by permission.
USAID. (n.d.). Prof/Org dev: Organizational development. Retrieved from
Read “Teambuilding.” Click “Show” to read “Mission or Office Staff Retreats.” Also click “Show” to read “Team Effectiveness Assessment Inventories.”

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