It is important to focus on resolving conflict in healthcare because the skills lead to improved teamwork, advanced productivity, and a notable improvement in patient satisfaction. In this case, it enables the realization of strategies that can be utilized in addressing disruptive physicians, and also difficult situations in healthcare are addressed (Freedman, 2018). For example, teaching necessary conflict response skills and intervention procedures helps nurses and doctors to know how to handle patients who may have rage as a result of psychological problems during the administration of care in the facilities.
Interpersonal communication in public health is vital in healthcare delivery facilities. The valuable trio in healthcare can only be achieved when doctors, nurses, and patients can have a linear way to communicate during the delivery of care services. when there are high levels of communication, patient satisfaction is improved because the staff working in such settings can be stress-free since there are minimal collisions that happen due to miscommunication (Karamouzian, 2020). Other major factors such as safety, proper-decisions making, and compliance in health are achieved when there is proper communication in health. For example, having hospital staff who are effective in communicating helps in avoiding inaccuracy such as reimbursement processes, prescription of drugs, and other erroneous undertakings that may get a care facility in legal problems.
It is important to prioritize training staff on active listening healthcare team management. The reason is that it conveys respect to patient’s self-knowledge and improves trust and allows doctors and nurses to presume the role of a trustworthy link (Jonsdottir & Kristinsson, 2020). For example, a doctor who listens to patients’ health issues can accurately diagnose the possible challenge that the patient might have. Therefore, it can prevent instances of a nurse giving the person the wrong medication that can worsen the condition of the individual seeking health services due to the nurse’s ignorance in listening keenly.
Collaboration in public health can serve to build social capital more so on health leadership. In this case, it means networks, norms, and social trust can facilitate coordination and cooperation in public health for mutual benefit. Partnerships in public health allow the address of potential incidents of power imbalances regarding decision-making procedures (McMahon, 2021). Thus, each party in the collaboration focuses on the strengths that can contribute significantly towards a given issue such as the discovery of a vaccine to treat the coronavirus.
In public health collaboration, challenges such as difficulty in creating, organizing, and maintaining partnership models can be evident. It arises when the partners involved have a raft of duties to engage in depending on the size of the firm. When there is variance in decision-making, there is difficulty in coming to a concurrence about the objectives of the partnerships (Fafard & Cassola, 2020). The second challenge, in this case, may be a conflict of interest as a result of financial investment that may be existing for the partners. This challenge makes the level of engagement in partnership to be low hence frequent contractual breaches.
To overcome the challenge highlighted in the above paragraph, a public health leader needs to have some qualities. First, they should have effective communication skills that can help build competency when differences arise due to conflict of interest of the organization of partnership models (Fafard & Cassola, 2020). Secondly, public health leaders must be flexible to organizational changes due to the varying trends in healthcare matters. The reason is that public health issues are complex and leaders must learn to drive changes to institutionalize the major requirements in healthcare.
Fafard, P., & Cassola, A. (2020). Public health and political science: Challenges and opportunities for a productive partnership. Public Health, 186(6), 107-109. Web.
Freedman, B. (2018). Conflict coaching in complex adaptive healthcare systems: conflict resolution or transformation? Australian Journal of Clinical Education, 5(2), 12-16. Web.
Jonsdottir, I., & Kristinsson, K. (2020). Supervisors’ active-empathetic listening is an important antecedent of work engagement. International Journal of Environmental Research and Public Health, 17(21), 7976. Web.
Karamouzian, M. (2020). Effective public health communication in the COVID-19 era. International Journal of Preventive Medicine, 11(1), 120. Web.
McMahon, N. (2021). Working ‘upstream’ to reduce social inequalities in health: a qualitative study of how partners in an applied health research collaboration interpret the metaphor. Critical Public Health, 6(3), 1-11. Web.