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Introduction 225How is it that participating parties can express conflict in such an opposing and differingmanner? Both parties often feel that the other is to blame and are left with afeeling of dissatisfaction, anger, frustration, or discontent. Often we have the innateknowledge that the first step of conflict resolution needs to begin with an apology. Itis at this stage that either the downward spiral of conflict can begin or the buildingblocks of resolution can be constructed.While effective conflict management is a challenge within any organizational setting,the healthcare setting presents a complex set of issues because of the varied and uniquerelationships among the many different members of healthcare teams. Perceptualgaps, incompatibilities in an individual’s and/or an organization’s conceptualization ofthe same problem can lead to conflict. Conflict has been defined by Hocker 2 as “anexpressed struggle between at least two parties who perceive incompatible goals, scarceresources, and interference from the other party in achieving their goals.”The causes of conflict can be many, including resource sharing, interdependent tasks,different or shifting goals, different perceptions and values, personality styles, poorcommunication, cultural differences, and issues of politics. Often currents of activepower play underpin these causes. Newer methods of electronic communication suchas e-mail, for example, also introduce another set of complex variations with regard tocommunication and conflict. Many of us have had the experience of misinterpretingthe content of an e-mail. Communication is also an example of a behavior that can beaffected by the level of power a person holds within an organization that can be evenfurther exacerbated by using newer forms of electronic dialog.The evolving information systems of today are reshaping organizations. Traditionalboundaries are becoming less defined as sophisticated networks move across departments,divisions, geographical locations, and levels within the organization itself.Organizations need to reconsider how this change will affect on the organization’s environmentas a whole. With the implementation of new information technologies, futureorganizations may perhaps consider project, conflict, and change management componentsof their core business.Conflict can be healthy and desirable in order to retain creativity and to keep groupsmoving forward. This is an easy statement to make, but in reality it is a very difficulttask to manage. Often conflict between individuals, and within and between groups,can become destructive and personal. The traditional view of conflict is that it is somethingto avoid at all costs, a phenomenon that could have disastrous consequences forboth the organization and the people involved. It is also possible to view conflict as apositive encounter—with consequences that lead to clarity, unity, constructive outcomes,and satisfaction for both the individuals involved and the organization as awhole.There are many conflict resolution models that can be applied to conflict management.The following is a short description indicating how one might identify the beginningsof a developing conflict and what models of resolution one might consider forachieving a desired outcome.Recognition of ConflictThe following suggestions are the first steps to consider when one first determines thatsomething is amiss. These five points consider the “what, who, and why” componentsof the situation that requires attention. They are a mix of many theories but are triggersthat I believe lay the foundation on which to build.