The Experts below are selected from a list of 12255 Experts worldwide ranked by ideXlab platform
Dana A. Telem - One of the best experts on this subject based on the ideXlab platform.
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Women Surgeons' Experiences of Interprofessional Workplace Conflict.
JAMA network open, 2020Co-Authors: Lesly A. Dossett, C. Ann Vitous, Kerry M Lindquist, Reshma Jagsi, Dana A. TelemAbstract:Importance Gender differences in interprofessional Conflict may exist and precipitate differential achievement, wellness, and attrition in medicine. Objective Although substantial attention and research has been directed toward improving gender equity in surgery and addressing overall physician wellness, research on the role of interprofessional Conflict has been limited. The objective of this study was to understand scenarios driving interprofessional Conflict involving women surgeons, the implications of the Conflict on personal, professional, and patient outcomes, and how women surgeons navigate Conflict adjudication. Design, Setting, and Participants A qualitative approach was used to explore the nature, implications, and ways of navigating interprofessional Workplace Conflict experienced by women surgeons. The setting was a national sample of US women surgeons. Purposive and snowball sampling were used to recruit women surgeons in training or practice from annual surgical society meetings. Participants were eligible if they were currently in a surgical training program or surgical practice. Nearly all participants had experienced at least 1 Workplace Conflict with a nonphysician staff member resulting in a formal write-up. Exposures A Workplace Conflict was defined as any Conflict resulting in the nonphysician staff member taking action such as confronting the woman surgeon, reporting the event to supervisors, or filing a formal report. Main Outcomes and Measures Interviews were conducted between February 19, 2019, and June 21, 2019. Recordings were transcribed and deidentified. Inductive thematic analysis was used to examine data in relation to the research questions. Results Thirty US women surgeons (8 [27%] age 25-34 years, 16 [53%] age 35-44 years, 5 [17%] age 45-54 years, and 1 [3%] age 55-64 years) of varying surgical specialties were interviewed. Conflicts were often reported as due to a breakdown in communication or from performance-related disputes. Participants perceived personal and professional implications including self-doubt, depression, frustration, anxiety, loss of sleep, reputational harms, and delays to advancement. Participants also described potential patient safety implications primarily due to decreased communication resulting from some surgeons being hesitant to engage in subsequent interactions. Participants described a variety of navigation strategies including relationship management, rapport building, and social capital. The success of these processes tended to vary by individual circumstances, including the details of the Conflict, practice setting, level of support of leadership, and individual personality of the surgeon. Conclusions and Relevance This qualitative study highlights women surgeons’ experiences with interprofessional Workplace Conflict. Interprofessional culture building, broader dissemination of implicit bias training, and transparent and equitable adjudication systems are potential strategies for avoiding or mitigating the implications of these Conflicts.
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Women Surgeons' Perspectives on System-level Strategies to Address Interpersonal Workplace Conflict.
Annals of surgery, 2020Co-Authors: Kerry M Lindquist, Lesly A. Dossett, C. Ann Vitous, Reshma Jagsi, Dana A. TelemAbstract:Objective We sought to gain a comprehensive understanding of the current methods for Conflict resolution and the ways in which women surgeons would prefer Workplace Conflicts to be adjudicated. Summary of background data Interprofessional Workplace Conflicts are poorly studied, particularly for women in surgery. These Conflicts may negatively impact surgical team dynamic and be detrimental to patient safety. Moreover, Workplace Conflicts and their management are a proposed driver of decreased professional satisfaction and achievement. How women surgeons experience Workplace Conflicts and how these are managed remains unexplored. Methods We conducted 30 semi-structured interviews with women surgeons across the United States who had experienced Workplace Conflict that resulted in action by a nonphysician. Surgeons were diverse with respect to demographics, specialty, and institutional settings. Through thematic analysis using NVivo, we analyzed and reported patterns within the data. Results Although the majority of women asserted resilience in how they engage with these situations, many also cited ways in which these events could better be adjudicated. Recommendations included (1) more direct Conflict resolution, (2) more transparency in reporting processes, (3) greater opportunity to address complaints, (4) explicit policies for events that repeatedly result in Workplace Conflict, and (5) divorcing interpersonal complaints from patient safety reporting mechanisms. Conclusion This study motivates and informs best practices around adjudication of Workplace Conflict to help protect women surgeons and nonclinicians. Going forward, best practices should include more objective criteria for how Conflicts are adjudicated. Continued efforts at an institutional level are needed to help mitigate inequities against women surgeons.
Kerry M Lindquist - One of the best experts on this subject based on the ideXlab platform.
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Women Surgeons' Experiences of Interprofessional Workplace Conflict.
JAMA network open, 2020Co-Authors: Lesly A. Dossett, C. Ann Vitous, Kerry M Lindquist, Reshma Jagsi, Dana A. TelemAbstract:Importance Gender differences in interprofessional Conflict may exist and precipitate differential achievement, wellness, and attrition in medicine. Objective Although substantial attention and research has been directed toward improving gender equity in surgery and addressing overall physician wellness, research on the role of interprofessional Conflict has been limited. The objective of this study was to understand scenarios driving interprofessional Conflict involving women surgeons, the implications of the Conflict on personal, professional, and patient outcomes, and how women surgeons navigate Conflict adjudication. Design, Setting, and Participants A qualitative approach was used to explore the nature, implications, and ways of navigating interprofessional Workplace Conflict experienced by women surgeons. The setting was a national sample of US women surgeons. Purposive and snowball sampling were used to recruit women surgeons in training or practice from annual surgical society meetings. Participants were eligible if they were currently in a surgical training program or surgical practice. Nearly all participants had experienced at least 1 Workplace Conflict with a nonphysician staff member resulting in a formal write-up. Exposures A Workplace Conflict was defined as any Conflict resulting in the nonphysician staff member taking action such as confronting the woman surgeon, reporting the event to supervisors, or filing a formal report. Main Outcomes and Measures Interviews were conducted between February 19, 2019, and June 21, 2019. Recordings were transcribed and deidentified. Inductive thematic analysis was used to examine data in relation to the research questions. Results Thirty US women surgeons (8 [27%] age 25-34 years, 16 [53%] age 35-44 years, 5 [17%] age 45-54 years, and 1 [3%] age 55-64 years) of varying surgical specialties were interviewed. Conflicts were often reported as due to a breakdown in communication or from performance-related disputes. Participants perceived personal and professional implications including self-doubt, depression, frustration, anxiety, loss of sleep, reputational harms, and delays to advancement. Participants also described potential patient safety implications primarily due to decreased communication resulting from some surgeons being hesitant to engage in subsequent interactions. Participants described a variety of navigation strategies including relationship management, rapport building, and social capital. The success of these processes tended to vary by individual circumstances, including the details of the Conflict, practice setting, level of support of leadership, and individual personality of the surgeon. Conclusions and Relevance This qualitative study highlights women surgeons’ experiences with interprofessional Workplace Conflict. Interprofessional culture building, broader dissemination of implicit bias training, and transparent and equitable adjudication systems are potential strategies for avoiding or mitigating the implications of these Conflicts.
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Women Surgeons' Perspectives on System-level Strategies to Address Interpersonal Workplace Conflict.
Annals of surgery, 2020Co-Authors: Kerry M Lindquist, Lesly A. Dossett, C. Ann Vitous, Reshma Jagsi, Dana A. TelemAbstract:Objective We sought to gain a comprehensive understanding of the current methods for Conflict resolution and the ways in which women surgeons would prefer Workplace Conflicts to be adjudicated. Summary of background data Interprofessional Workplace Conflicts are poorly studied, particularly for women in surgery. These Conflicts may negatively impact surgical team dynamic and be detrimental to patient safety. Moreover, Workplace Conflicts and their management are a proposed driver of decreased professional satisfaction and achievement. How women surgeons experience Workplace Conflicts and how these are managed remains unexplored. Methods We conducted 30 semi-structured interviews with women surgeons across the United States who had experienced Workplace Conflict that resulted in action by a nonphysician. Surgeons were diverse with respect to demographics, specialty, and institutional settings. Through thematic analysis using NVivo, we analyzed and reported patterns within the data. Results Although the majority of women asserted resilience in how they engage with these situations, many also cited ways in which these events could better be adjudicated. Recommendations included (1) more direct Conflict resolution, (2) more transparency in reporting processes, (3) greater opportunity to address complaints, (4) explicit policies for events that repeatedly result in Workplace Conflict, and (5) divorcing interpersonal complaints from patient safety reporting mechanisms. Conclusion This study motivates and informs best practices around adjudication of Workplace Conflict to help protect women surgeons and nonclinicians. Going forward, best practices should include more objective criteria for how Conflicts are adjudicated. Continued efforts at an institutional level are needed to help mitigate inequities against women surgeons.
Paul Teague - One of the best experts on this subject based on the ideXlab platform.
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HRM, Organizational Citizenship Behaviour and Conflict Management: The Case of Non-union MNC Subsidiaries in Ireland
Reframing Resolution, 2016Co-Authors: Paul Teague, Liam DohertyAbstract:Over the years, an evergreen in the literature on the management of the employment relationship is the observation that organizations will pay a high price if Workplace Conflict is not addressed quickly and effectively. Days lost to some form of industrial action, sickness and absenteeism rates can be high, and management–employee relations can become strained if not embittered. Just what constitutes an effective approach to managing Workplace Conflict has always been the subject of debate. But there has been a fair amount of agreement that it involves HR managers establishing a range of formal procedures to address disputes and grievances (Turnbull 2008). At the moment, a popular theme in the relevant literature is that many organizations are seeking to upgrade these traditional formal procedures by diffusing new ADR practices and processes (Lewin 2008). The argument is that Workplace Conflict has become more small-scale and individual in character, which needs to be addressed by new Conflict management strategies.
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The management of Workplace Conflict: Contrasting pathways in the HRM literature.
International Journal of Management Reviews, 2016Co-Authors: Denise Currie, Tom Gormley, Bill Roche, Paul TeagueAbstract:This paper reviews the human resource management literature on the management of Workplace Conflict. It suggests that Workplace Conflict is commonly viewed in the literature as a symptom of management failure: the notion that Conflict may be intrinsic to the nature of work because employees and managers have hard-to-reconcile competing interests is given short-shrift. At the same time, the paper identifies important differences in the literature, which the authors call ‘pathways’, about the best methods to manage problems at the Workplace. It is argued that four contrasting pathways can be detected in the literature with regard to how organizations approach Workplace Conflict management practices. Each pathway is examined fully and their respective strengths and weaknesses are assessed.
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Economic Citizenship and Workplace Conflict in Anglo-American Industrial Relations Systems
British Journal of Industrial Relations, 2015Co-Authors: Denise Currie, Paul TeagueAbstract:This article argues that the expansion of individual employment rights is presenting a series of challenges to the collective model of economic citizenship that prevailed in most of the Anglo-American world during the last century. We examine developments in the management of Workplace Conflict in Anglo-American countries to highlight the institutional manoeuvrings that have been taking place to mould the nature of national regimes of employment rights. We argue that Governments almost everywhere are actively seeking to create institutional regimes that weaken the impact of employment legislation and we find that statutory dispute resolution agencies are eagerly trying to develop organizational identities that are aligned with rights-based employment disputes.
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the diffusion of alternative dispute resolution practices in ireland
Economic & Industrial Democracy, 2012Co-Authors: Paul Teague, Bill Roche, Deborah HannAbstract:Recently, alternative dispute resolution (ADR) practices have gained increased exposure as a superior way of addressing Workplace Conflict. Several studies suggest that organizations in the USA have widely diffused some form of ADR. But uncertainty remains about whether this development is peculiar to the USA or whether it marks a more systemic shift in the way Workplace Conflict is addressed in organizations. The purpose of this article is to contribute to the debate about the importance of Workplace ADR by examining the extent to which organizations based in Ireland have adopted ADR practices to address individual and group-based work problems. It also assesses the factors that influence the diffusion of ADR. The article finds that the diffusion of ADR practices has not been widespread in Ireland, with more innovation occurring in relation to ADR practices aimed at addressing group-based rather than individual-based Workplace problems. US-ownership and high commitment HRM practices are found to be signi...
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Line managers and the management of Workplace Conflict: evidence from Ireland
Human Resource Management Journal, 2011Co-Authors: Paul Teague, William K. RocheAbstract:In an effort to improve understanding of the role played by line managers in firms, this article examines the role of line managers and supervisors in the management of Workplace Conflict in firms in the Republic of Ireland. The article finds that while line managers are commonly seen as playing a significant role, they are also seen to do so often without organisational supports in areas such as training and performance monitoring and are seen often to lack the confidence to act independently. Line and supervisory ‘engagement’ in Conflict management is found to be positively associated with a series of organisational outcomes, including relative labour productivity, relative absence rates and the capacity to handle change compared with other firms in the same industry. Line and supervisory management engagement in Conflict management is found in turn to be associated with the use of commitment-oriented HR practices and with the adoption by firms of a proactive approach to Conflict resolution.
Lesly A. Dossett - One of the best experts on this subject based on the ideXlab platform.
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Women Surgeons' Experiences of Interprofessional Workplace Conflict.
JAMA network open, 2020Co-Authors: Lesly A. Dossett, C. Ann Vitous, Kerry M Lindquist, Reshma Jagsi, Dana A. TelemAbstract:Importance Gender differences in interprofessional Conflict may exist and precipitate differential achievement, wellness, and attrition in medicine. Objective Although substantial attention and research has been directed toward improving gender equity in surgery and addressing overall physician wellness, research on the role of interprofessional Conflict has been limited. The objective of this study was to understand scenarios driving interprofessional Conflict involving women surgeons, the implications of the Conflict on personal, professional, and patient outcomes, and how women surgeons navigate Conflict adjudication. Design, Setting, and Participants A qualitative approach was used to explore the nature, implications, and ways of navigating interprofessional Workplace Conflict experienced by women surgeons. The setting was a national sample of US women surgeons. Purposive and snowball sampling were used to recruit women surgeons in training or practice from annual surgical society meetings. Participants were eligible if they were currently in a surgical training program or surgical practice. Nearly all participants had experienced at least 1 Workplace Conflict with a nonphysician staff member resulting in a formal write-up. Exposures A Workplace Conflict was defined as any Conflict resulting in the nonphysician staff member taking action such as confronting the woman surgeon, reporting the event to supervisors, or filing a formal report. Main Outcomes and Measures Interviews were conducted between February 19, 2019, and June 21, 2019. Recordings were transcribed and deidentified. Inductive thematic analysis was used to examine data in relation to the research questions. Results Thirty US women surgeons (8 [27%] age 25-34 years, 16 [53%] age 35-44 years, 5 [17%] age 45-54 years, and 1 [3%] age 55-64 years) of varying surgical specialties were interviewed. Conflicts were often reported as due to a breakdown in communication or from performance-related disputes. Participants perceived personal and professional implications including self-doubt, depression, frustration, anxiety, loss of sleep, reputational harms, and delays to advancement. Participants also described potential patient safety implications primarily due to decreased communication resulting from some surgeons being hesitant to engage in subsequent interactions. Participants described a variety of navigation strategies including relationship management, rapport building, and social capital. The success of these processes tended to vary by individual circumstances, including the details of the Conflict, practice setting, level of support of leadership, and individual personality of the surgeon. Conclusions and Relevance This qualitative study highlights women surgeons’ experiences with interprofessional Workplace Conflict. Interprofessional culture building, broader dissemination of implicit bias training, and transparent and equitable adjudication systems are potential strategies for avoiding or mitigating the implications of these Conflicts.
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Women Surgeons' Perspectives on System-level Strategies to Address Interpersonal Workplace Conflict.
Annals of surgery, 2020Co-Authors: Kerry M Lindquist, Lesly A. Dossett, C. Ann Vitous, Reshma Jagsi, Dana A. TelemAbstract:Objective We sought to gain a comprehensive understanding of the current methods for Conflict resolution and the ways in which women surgeons would prefer Workplace Conflicts to be adjudicated. Summary of background data Interprofessional Workplace Conflicts are poorly studied, particularly for women in surgery. These Conflicts may negatively impact surgical team dynamic and be detrimental to patient safety. Moreover, Workplace Conflicts and their management are a proposed driver of decreased professional satisfaction and achievement. How women surgeons experience Workplace Conflicts and how these are managed remains unexplored. Methods We conducted 30 semi-structured interviews with women surgeons across the United States who had experienced Workplace Conflict that resulted in action by a nonphysician. Surgeons were diverse with respect to demographics, specialty, and institutional settings. Through thematic analysis using NVivo, we analyzed and reported patterns within the data. Results Although the majority of women asserted resilience in how they engage with these situations, many also cited ways in which these events could better be adjudicated. Recommendations included (1) more direct Conflict resolution, (2) more transparency in reporting processes, (3) greater opportunity to address complaints, (4) explicit policies for events that repeatedly result in Workplace Conflict, and (5) divorcing interpersonal complaints from patient safety reporting mechanisms. Conclusion This study motivates and informs best practices around adjudication of Workplace Conflict to help protect women surgeons and nonclinicians. Going forward, best practices should include more objective criteria for how Conflicts are adjudicated. Continued efforts at an institutional level are needed to help mitigate inequities against women surgeons.
Reshma Jagsi - One of the best experts on this subject based on the ideXlab platform.
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Women Surgeons' Experiences of Interprofessional Workplace Conflict.
JAMA network open, 2020Co-Authors: Lesly A. Dossett, C. Ann Vitous, Kerry M Lindquist, Reshma Jagsi, Dana A. TelemAbstract:Importance Gender differences in interprofessional Conflict may exist and precipitate differential achievement, wellness, and attrition in medicine. Objective Although substantial attention and research has been directed toward improving gender equity in surgery and addressing overall physician wellness, research on the role of interprofessional Conflict has been limited. The objective of this study was to understand scenarios driving interprofessional Conflict involving women surgeons, the implications of the Conflict on personal, professional, and patient outcomes, and how women surgeons navigate Conflict adjudication. Design, Setting, and Participants A qualitative approach was used to explore the nature, implications, and ways of navigating interprofessional Workplace Conflict experienced by women surgeons. The setting was a national sample of US women surgeons. Purposive and snowball sampling were used to recruit women surgeons in training or practice from annual surgical society meetings. Participants were eligible if they were currently in a surgical training program or surgical practice. Nearly all participants had experienced at least 1 Workplace Conflict with a nonphysician staff member resulting in a formal write-up. Exposures A Workplace Conflict was defined as any Conflict resulting in the nonphysician staff member taking action such as confronting the woman surgeon, reporting the event to supervisors, or filing a formal report. Main Outcomes and Measures Interviews were conducted between February 19, 2019, and June 21, 2019. Recordings were transcribed and deidentified. Inductive thematic analysis was used to examine data in relation to the research questions. Results Thirty US women surgeons (8 [27%] age 25-34 years, 16 [53%] age 35-44 years, 5 [17%] age 45-54 years, and 1 [3%] age 55-64 years) of varying surgical specialties were interviewed. Conflicts were often reported as due to a breakdown in communication or from performance-related disputes. Participants perceived personal and professional implications including self-doubt, depression, frustration, anxiety, loss of sleep, reputational harms, and delays to advancement. Participants also described potential patient safety implications primarily due to decreased communication resulting from some surgeons being hesitant to engage in subsequent interactions. Participants described a variety of navigation strategies including relationship management, rapport building, and social capital. The success of these processes tended to vary by individual circumstances, including the details of the Conflict, practice setting, level of support of leadership, and individual personality of the surgeon. Conclusions and Relevance This qualitative study highlights women surgeons’ experiences with interprofessional Workplace Conflict. Interprofessional culture building, broader dissemination of implicit bias training, and transparent and equitable adjudication systems are potential strategies for avoiding or mitigating the implications of these Conflicts.
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Women Surgeons' Perspectives on System-level Strategies to Address Interpersonal Workplace Conflict.
Annals of surgery, 2020Co-Authors: Kerry M Lindquist, Lesly A. Dossett, C. Ann Vitous, Reshma Jagsi, Dana A. TelemAbstract:Objective We sought to gain a comprehensive understanding of the current methods for Conflict resolution and the ways in which women surgeons would prefer Workplace Conflicts to be adjudicated. Summary of background data Interprofessional Workplace Conflicts are poorly studied, particularly for women in surgery. These Conflicts may negatively impact surgical team dynamic and be detrimental to patient safety. Moreover, Workplace Conflicts and their management are a proposed driver of decreased professional satisfaction and achievement. How women surgeons experience Workplace Conflicts and how these are managed remains unexplored. Methods We conducted 30 semi-structured interviews with women surgeons across the United States who had experienced Workplace Conflict that resulted in action by a nonphysician. Surgeons were diverse with respect to demographics, specialty, and institutional settings. Through thematic analysis using NVivo, we analyzed and reported patterns within the data. Results Although the majority of women asserted resilience in how they engage with these situations, many also cited ways in which these events could better be adjudicated. Recommendations included (1) more direct Conflict resolution, (2) more transparency in reporting processes, (3) greater opportunity to address complaints, (4) explicit policies for events that repeatedly result in Workplace Conflict, and (5) divorcing interpersonal complaints from patient safety reporting mechanisms. Conclusion This study motivates and informs best practices around adjudication of Workplace Conflict to help protect women surgeons and nonclinicians. Going forward, best practices should include more objective criteria for how Conflicts are adjudicated. Continued efforts at an institutional level are needed to help mitigate inequities against women surgeons.
