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By Dinkin, Steven; Filner, Barbara; Maxwell, Lisa

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Extra resources for The Exchange : A Bold and Proven Approach to Resolving Workplace Conflict

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If you were acknowledged for your contribution to this project, would that make it easier for you to work with those folks? By sounding tentative, and/or by asking a question, you implicitly give the other person permission to correct you—and to explore the thought further. 42 • The Exchange Remember, though, don’t ask too many questions in a private meeting. You don’t want it to feel like an inquisition. There will be plenty of time for more questions later, in the joint session. TASK 4. DISCUSS THE NEXT STEPS Thank the employees for their thoughts, and remind them of the upcoming joint meeting—or, if that meeting hasn’t yet been scheduled, propose a time and place for it.

Let’s look at these steps one at a time. STEP 1: ASSESS THE SITUATION The Exchange works well with most ongoing conflicts. However, if the people involved seem likely to work things out satisfactorily without your involvement, let them. Don’t be a micromanager. Getting Ready • 27 Similarly, if the conflict is so deep and seemingly intractable that it requires an outside consultant or a lawyer—or if litigation seems likely— then it probably can’t be resolved through The Exchange. However, if the conflict is somewhere in between these two extremes, as most workplace disputes are, it’s probably a good candidate for The Exchange.

Maryanne, the department head running the meeting, quickly takes control of the discussion, and realizes that the conflict needs to be dealt with quickly. After the meeting, Maryanne considers the dispute. She recognizes how important it is that everyone uses the new patient tracking system properly and effectively. This is not an administrative issue, but one of patient safety. She knows that if the dispute is not resolved, patient care may be compromised, and the hospital’s reputation— and her own—may be damaged.

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