However, effective communication strategy has not been developed so that all employees and responsible categories of people (marketing, clinical staff) were acknowledged about new strategic direction and corporate goals. Steps for resolving the conflict While there were attempts to resolve the conflict, the efforts did not bring the desired outcome and the conflict is still ongoing. As Shapiro (2004, 3) says, “Conflicts cannot be constructively resolved without positive interaction, which is a form of communication”. Not much should be said that to resolve the conflict the newly appointed CEO should gather a team (probably HR and some authoritative representative of the clinical staff – Chief Medical Officer) and develop a communication plan.
This plan should involve the corporate meetings with the senior executives and clinical staff, with the senior executives and all employees. However, it is also important to arrange meetings with representatives of sales and marketing and doctors. On these meetings should be explained the new strategy and sales plans. It is important to support both sides (S&M and doctors) so that their negative attitude towards each other was minimized. To resolve the conflict the CEO together with HR should integrate four principles of interaction to its conflict resolution strategy: discipline, desire and patience; detached responsibility; acceptance; and mutual gain (Van Slyke 1999, 66).
The overall purpose of these steps is to develop cooperation between two groups (Deutsch & Coleman 2000). It is necessary to demonstrate interdependence of two teams and make them work towards achievement of mutually beneficial goal. In order to develop cooperation in the team, communication would not be enough. It will require coordination of efforts, orientation to task achievement, division of labor, and sharing of resources (Deutsch & Coleman 2000, 25).
Possible conflict outcomes that could reasonably occur as a result of the conflict resolution As a result of the conflict resolution, there are several possible outcomes that could reasonably occur. In the first case, sales and marketing department and doctors could develop cooperative relationships working towards achievement of corporate goals (Deutsch & Coleman 2000). This outcome would be an ideal solution as it will enable to establish friendly and cooperative relationships within the organization and also to achieve financial targets of the clinic.
Cooperation between two departments will be positively reflected in the customer service and increased number of patients (due to effective combination of marketing and clinical staff efforts).
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