Description
RAWAN BAJUNAID
Week 11 Discussion
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The five primary dispute resolution styles—integrating, obliging, dominating, avoiding, and compromising—each offer distinct advantages and disadvantages that can influence their suitability in various contexts, including healthcare settings. The integrating style emphasizes cooperation and the pursuit of solutions that satisfy all parties’ underlying interests; however, it can be time-consuming and requires high trust and open communication (Assi et al., 2022). The obliging style, which involves prioritizing another’s needs over one’s own, effectively preserves relationships but might lead to recurring issues if one party’s interests are consistently subordinated (Assi et al., 2022). The dominating style may resolve issues swiftly by imposing one party’s perspective, yet it risks generating resistance and long-term relational damage. In contrast, the avoiding style provides a temporary respite by sidestepping the conflict; however, it often results in unresolved issues and diminished operational effectiveness. Finally, the compromising style seeks to reach a mutually acceptable midpoint. However, this can result in suboptimal outcomes if the concessions are not balanced or if it prevents more innovative solutions from emerging (Johansen, 2012).
Organizational culture is pivotal in shaping any institution’s preferred dispute-resolution styles. Organizations with cultures prioritizing collaboration and collective decision-making typically favor integrative or compromising approaches since these methods reinforce the values of inclusivity and shared responsibility. Conversely, organizations emphasizing hierarchy and rapid decision-making may lean towards dominating or avoiding styles, even if such approaches can ultimately undermine trust and reduce conflict sustainability (Talib et al., 2024). When applying these theories within the healthcare context, it becomes clear that organizational culture not only influences the selection of dispute resolution mechanisms but also affects their outcomes by enabling sustained dialogue or stifling effective conflict resolution.
The cultural background of employees further influences the choice and effectiveness of different dispute resolution styles. In Saudi Arabian organizations, local employees often value communal harmony, respect for authority, and relationship-building, aligning with integrative or obliging approaches emphasizing mutual respect and consensus building. In contrast, expatriate employees from more individualistic cultures might prefer assertive or compromising strategies that allow for clearer individual expression of interests. This divergence necessitates a conflict resolution framework that is adaptable and sensitive to cultural nuances, ensuring that all parties’ values are considered. Such cultural dynamics are vital for maintaining internal cohesion and legal compliance and underscore the importance of training mediators to recognize and address cultural differences proactively (Talib et al., 2024).
For example, in a healthcare setting, consider a scheduling conflict between a Saudi nurse and an expatriate nurse stemming from differences in work style expectations and cultural communication approaches. In this case, the integrative dispute resolution style would be highly appropriate because it focuses on understanding the underlying concerns of both parties. By employing mediation techniques that allow each party to communicate their needs fully, the mediator can facilitate a solution that incorporates flexible scheduling and respects cultural traditions while also considering the expatriate’s expectations for transparency and fairness. This integrative approach addresses the immediate scheduling issue and promotes a workplace environment where cultural differences are seen as strengths rather than impediments (Assi et al., 2022).
In summary, each dispute resolution style has contextual advantages and disadvantages, and selecting an appropriate style depends heavily on organizational culture and the cultural backgrounds of the stakeholders involved. An integrative approach is often favored in healthcare settings due to its capacity to foster mutual understanding and long-term cooperation. By carefully considering the organization’s internal culture and the unique perspectives of Saudi Arabian employees and expatriates, healthcare administrators can more effectively resolve conflicts and promote a harmonious working environment (Talib et al., 2024).
References
Assi, M. D., Eshah, N. F., & Rayan, A. (2022). The relationship between mindfulness and conflict resolution styles among nurse managers: A cross-sectional study. SAGE Open Nursing, 8, Article 23779608221142371. https://doi.org/10.1177/23779608221142371
Johansen, M. L. (2012). Keeping the peace. Nursing Management, 43(2), 50-54. https://doi.org/10.1097/01.numa.0000410920.90831.9…
Talib, M. F., Watto, O. M., Islam, M., & Hussain, S. A. (2024). Harmonizing conflict: Exploring global applications of alternative dispute resolution methods. Pakistan Journal of Criminal Justice, 4(1), 77-90. https://doi.org/10.62585/pjcj.v4i1.52.
MAIDAA FELEMBAN
Navigating Conflict Resolution Styles in Healthcare Management: A Comparative Analysis
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Navigating Conflict Resolution Styles in Healthcare Management: A Comparative Analysis
Effective dispute resolution is crucial in healthcare management, where the choice of approach can significantly impact organizational efficiency and culture. This discussion explores five key styles—rational, satisficing, intuition, incremental, and evidence-based decision-making—each with its own set of advantages and challenges. We will examine their application in healthcare scenarios, the influence of organizational culture, and the differences in adoption between Saudi Arabian employees and expatriates, highlighting the importance of cultural awareness in conflict resolution.(Djamali et al., 2024)
Rational Decision
Making Rational decision making offers a structured approach to problem-solving, ensuring decisions are thorough and data-driven. However, it can be time-consuming and impractical under tight deadlines. In organizations that value detailed planning, this style is predominant. For example, in healthcare, choosing a new equipment supplier would typically involve an extensive cost-benefit analysis, highlighting the style’s preference for meticulousness. In a Saudi Arabian context, this method aligns with the traditional hierarchical business cultures, which may not always resonate with expatriates who might be accustomed to more agile practices.(Bhui et al., 2021)
Satisficing
The satisficing approach focuses on speed by settling for the first acceptable option, facilitating rapid decision-making especially in crisis situations. This method may lead to less optimal outcomes as not all possibilities are considered. Cultures that prioritize efficiency over exhaustive exploration tend to favor this style. A practical application in healthcare could be quickly selecting a temporary staffing agency to fill immediate vacancies. While expatriates might appreciate the quick resolution, Saudi employees might view it as rushed, given their preference for thoroughness.(Schwarz et al., 2022)
Intuitive Decision Making
Intuition relies on experiences and gut feelings, enabling fast and often effective resolutions particularly in high-pressure scenarios. The downside is its potential for bias and lack of transparency. This style thrives in cultures that esteem leadership and expertise. An example is a seasoned physician making a quick judgment on a patient’s treatment based on past experiences. In Saudi Arabia, where respect for authority and seniority is prevalent, this approach may be more acceptable than among expatriates who may favor a more collaborative approach.(Chen et al., 2023)
Incremental Decision Making
Incremental decision making is adaptive, allowing for continual adjustments, which is ideal for managing complex, evolving scenarios but may slow down the decision-making process. This approach is well-suited to environments that are dynamic and expect regular updates. Implementing a new healthcare protocol in phases is an example where this method shines. Expatriates familiar with flexible project management might find this approach more practical compared to Saudi employees who may prefer clear, stable directives.(Harris, 2022)
Evidence-Based Decision Making
This approach bases decisions on the best available evidence, ensuring high-quality and defensible outcomes but requires significant resources and access to reliable data. It fits best in analytical cultures that value empirical data over conjecture. In healthcare, using patient data to optimize treatment plans exemplifies this method. Given its reliance on factual data, both Saudi and expatriate employees might find common ground with this approach, although the required resources to implement it could vary by region.(Christie et al., 2022)
Personal Preference
Personally, I would favor the evidence-based decision-making style because it combines thorough analysis with empirical data to make informed decisions, which is critical in healthcare. This approach not only ensures that decisions are defendable but also aligns with progressive healthcare practices aiming for high-quality patient care.(Christie et al., 2022)
Specific Healthcare Setting Scenario
Scenario: Determining whether to introduce a new drug into a hospital formulary.
Resolution Style: Evidence-based decision-making.
Justification: This method would involve analyzing clinical trial data, reviewing patient outcomes, considering cost implications, and consulting with stakeholders. Such a comprehensive evaluation ensures the drug’s benefits justify its costs and potential risks, making it a responsible choice for patient care.
Role of Organizational Culture and National Differences: In an organization that values innovation and high standards, such as a leading hospital, the evidence-based approach aligns well. Moreover, this style can bridge cultural differences between Saudi and expatriate employees by focusing on objective data, thus providing a common ground for decision-making.
References
Bhui, R., Lai, L., & Gershman, S. J. (2021). Resource-rational decision making. Current Opinion in Behavioral Sciences, 41, 15–21. https://doi.org/10.1016/j.cobeha.2021.02.015
Chen, V., Liao, Q. V., Wortman Vaughan, J., & Bansal, G. (2023). Understanding the Role of Human Intuition on Reliance in Human-AI Decision-Making with Explanations. Proc. ACM Hum.-Comput. Interact., 7(CSCW2), 370:1-370:32. https://doi.org/10.1145/3610219
Christie, A. P., Downey, H., Frick, W. F., Grainger, M., O’Brien, D., Tinsley-Marshall, P., White, T. B., Winter, M., & Sutherland, W. J. (2022). A practical conservation tool to combine diverse types of evidence for transparent evidence-based decision-making. Conservation Science and Practice, 4(1), e579. https://doi.org/10.1111/csp2.579
Djamali, A., Aziz, F., & Clark, D. (2024). Conflict Management, Negotiations, and the Art of Hearing and Saying No in Academic Medicine. In A. Djamali, F. Aziz, & D. Clark (Eds.), Emerging Leaders in Academic Medicine: A Concise Guide to Navigating the Path to Leadership Success (pp. 79–96). Springer Nature Switzerland. https://doi.org/10.1007/978-3-031-80358-1_6
Harris, G. (2022). Incremental Theory of Decision-Making. In A. Farazmand (Ed.), Global Encyclopedia of Public Administration, Public Policy, and Governance (pp. 6598–6602). Springer International Publishing. https://doi.org/10.1007/978-3-030-66252-3_2996
Schwarz, G., Christensen, T., & Zhu, X. (2022). Bounded Rationality, Satisficing, Artificial Intelligence, and Decision-Making in Public Organizations: The Contributions of Herbert Simon. Public Administration Review, 82, 902.
Dis.
What did you learn, either from reading or classroom discussions that you applied on the internship?
Which courses/subjects you feel could be expanded or added that would have helped you perform the internship better?
How does this internship experience change your views?
my internship
prince Mohummed bin Abdulaziz hospital for National Guard
Administration of Medical Imaging Department
