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PubMedDate not supplied

Tribal warfare in organizations: turning turf battles into teamwork in hospitals.

Professional groups within the health-care setting exhibit many of the same characteristics found in intact cultures or tribes anywhere in the world. They also exhibit the same tendencies to defend their own group from attack or threat from the outside. Each group of health-care professionals has its own view of reality and is likely to take the stance that the other professionals in their facility are not only different--but wrong. This sets the stage for conflict and turf battles among groups. The tribal characteristics often displayed by professional groups can be divided into five categories: language or dialect differences, value differences, training differences, thinking differences, and rules or norms for behavior. Bridging these gaps requires a clear understanding of the differences themselves and a basic respect for the fact that each group is right in most cases--from its own professional point of view. The goal is to link the tribes together through collaborative negotiations to produce the best combination of right answers for the organization as a whole.

Conflict, Psychological↗
PubMed1991

If partial-hospital programs come of age: some caveats.

The potential role of partial-hospital programs in solving both clinical and fiscal problems is acknowledged. The development of one partial-hospital program in the context of an inpatient-oriented hospital is reviewed in some detail. Lessons learned are identified, and anticipatory strategies are noted to facilitate the development of new programs should the funding become available.

Attitude of Health Personnel↗
PubMed1992

Making alliances work. Interview by Donald E. Johnson.

As hospitals face ever increasing competition and the need for deep cost cutting, participation in alliances and multihospital systems can make all the difference in assuring a hospital's survival, says Allen M. Hicks, president of the MidWest Medical Center in Indianapolis. Hicks was instrumental in building Voluntary Hospitals of America and other multihospital systems, but now he works in the for-profit hospital sector with Republic Health Care Corporation. In this interview with Health Care Strategic Management's Donald E. L. Johnson, he shares his views on the role that alliances should play today.

Chief Executive Officers, Hospital↗
PubMed1992

Boundary fighting: territorial conflicts in health organizations.

If health institutions are to be healthy places to work and study, managers in these institutions will have to take the lead to revamp old tradition-based boundaries. Health problems now rarely require the exclusive care of one specialist. Health care and rehabilitation require that many health care specialists work together. And, prevention crosses all disciplinary boundaries. Similarly, our changing society requires a more flexible workplace with job sharing, teaming, multicompetent personnel, and an environment that is dedicated more to meeting the needs of consumers than those of health professionals. Boundaries in health institutions must change if these institutions are to meet the needs of a changing society and attract and retain health care professionals who want to experience the opportunities of new, more permeable boundaries without the ordeal of warfare.

Conflict, Psychological↗
PubMedDate not supplied

Nothing prepared me to manage AIDS.

Articles and seminars about AIDS in the workplace are not adequate preparation for the genuine problems faced by actual managers in real organizations. There are no easy, win-win solutions to the impossible dilemmas AIDS presents, only various forms of damage control and, at best, more or less humane compromises. Gary Banas knows. Over a period of four years, two of his direct reports developed AIDS, and he watched them suffer through debility, slowly deteriorating performance, and eventual death. He also watched the gradual decline of their subordinates' productivity and morale. He found that, to different degrees, both men refused to acknowledge their illness and their decreasing organizational effectiveness. One of them resisted the author's efforts to give him an easier job at no loss in salary. Both insisted on confidentiality long after the rumor mill had identified their problem. In the course of these two consecutive ordeals, Banas discovered that AIDS patients fall into no single, neat category. AIDS is not an issue but a disease, and the people who get it are human beings first and victims second. He also learned that AIDS affects everyone around the sick individual and that almost every choice a manager makes will injure someone. Finally, he came to understand that while managers have an unequivocal obligation to treat AIDS-afflicted employees with compassion and respect, they have an equally unequivocal obligation to keep their organizations functioning. "Don't let anyone kid you," Banas warns. "When you confront AIDS in the workplace, you will face untenable choices that seem to pit your obligation to humanity against your obligation to your organization.(ABSTRACT TRUNCATED AT 250 WORDS)

Acquired Immunodeficiency Syndrome↗