In this way, the good can be built on, and a positive outcome becomes more likely. The competent leader will be able to handle difficult people and tense situations with diplomacy and tact. If possible, a win-win solution should be looked for, where the physician sees the advantage to his practice and patient care if resolution can be obtained. However, individuals who have a destructive effect on the workforce should be asked to leave before they cause harm. To prevent conflicts, a professional code of conduct should be established, not only in the hospital but also as part of group practice policies and medical staff bylaws.
Ground rules make it easier to discipline, as they take personality out of the equation.
A disciplinary structure should be developed, so that the mechanisms and the referral pattern to higher authority are well understood. General knowledge of this discipline pathway can often facilitate resolution at a lower level. Everyone needs to understand that there are firm limits on inappropriate behavior. Understanding how conflicts arise is important in their prevention. From an employee's perspective, triggers include lack of communication, colleagues who don't pull their weight, unfair criticism, silly rules, preferential treatment, sexism or racial inequality, being put down, unreasonable expectations, and verbal abuse.