3 2
O U T P AT I E N T S U R G E R Y M A G A Z I N E O N L I N E | J U N E 2 0 1 5
more positive way. In certain circumstances, you may need to inter-
view other staff witnesses about the situation. Depending on their
relationship with their co-workers, it's important to make sure you're
hearing an unbiased account of what they witnessed.
Consider separating the arguers for a period of time so they don't
work together until the issue cools. But remember there's rarely a
simple resolution to conflict. It might require a series of steps and
processes before you reach a final decision. Your ultimate call is not
always easy — you might have to let one of the staff members go
because of the seriousness of the circumstances — but you must
always act in the best interest of the staff and facility.
Work quickly and effectively to quash disagreements, no matter
how minor they might seem. I've seen conflicts between 2 individu-
als affect the whole staff. It's usually not a private matter that you
can hope to keep between you and the staff involved. Whoever's in
the midst of the conflict will want to tell their work friends, physi-
cians or anyone who will listen. The word spreads, and not always
accurately. When the situation escalates to this level, you might
need to hold a general staff meeting. At this meeting, don't provide
details of the disagreement you're dealing with. Simply relay a
clear explanation of the need for professionalism, workplace
expectations and respect for privacy.
The goal of any administrator is to promote healthy workplace rela-
tionships and job satisfaction for their staff. Dealing with these conflicts
can be very difficult, depending on each situation and cause. It's ulti-
mately your responsibility to facilitate, arbitrate, listen, look for com-
promises, stay neutral, make difficult decisions and act on them. OSM
S T A F F I N G
Ms. Daley (frand1253@hotmail.com) is a retired executive director of the
AtlantiCare Surgery Center in Egg Harbor Township and Cape May Courthouse, N.J.
