What are the type and level of conflict in the case study? ( Answer this question in detail with an example or rationale from the articles attached to this assignment)

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What are the type and level of conflict in the case study? ( Answer this question in detail with an example or rationale from the articles attached to this assignment)

Apply strategies for negotiating conflict in the workplace setting Play the case study below and answer the following discussion questions. 1. What are the conflicts in this case? (Answer the question in detail with an example or rationale). Please refer to Kevin, Susan and Steven in this conflict management. 2. What are the type and level of conflict in the case study? ( Answer this question in detail with an example or rationale from the articles attached to this assignment). 3. Discuss the model you would use for management and negotiation of the conflict in this case study. (Answer this question in detail with an example or rationale using the articles attached to this assignment). Conflict Management Alternate Version Slide 1: Kevin is a nurse informaticist at Morton Medical Center. He is an Electronic Medical Record (EMR) super-user and trouble shooter. He is the project manager for the physical therapy (PT) EMR project. Slide 2: His project team members include representatives from PT, scheduling, pharmacy, radiology, nursing, business office – billing, and information systems. The team meets weekly to address issues that have arisen from the recent implementation of the EMR system. Slide 3: Originally the team was made up solely of PT staff. Two PT members were considered the PT leads for the hospital system. The project was established to tackle a very specific issue that had been causing PT patient care scheduling difficulties. Soon it was determined that additional staff would be needed on the team to tackle the problem, including scheduling, radiology, nursing, billing, etc. Slide 4: Kevin discovered early on that he would need assistance from IT analysts that could actually make changes to the system. The problem became, it was hard to get analysts to commit the time, as this project wasn’t considered a priority by leadership. Slide 5: Of course the PT staff felt it was important and frequently grilled Kevin for status updates and expressed frustration when things were gridlocked. Kevin identified his problem; he had to balance keeping the staff happy with the progress while also realizing that there were constraints that prevented the project from quickly moving forward. Slide 6: Steve was one of the lead PT members involved in the project. He was very realistic about how the project could go forward. He understood of the problems that Kevin faced. Steve would bring forward new issues that the PT staff faced, because he knew that he could depend on Kevin to work on them. Slide 7: This turned the original group project from focusing on one issue to tackling every issue the PT staff felt were critical. Slide 8: Susan was the other PT lead. She was very abrasive during meetings, often calling other participants out and raising her voice frequently. She was less involved in the details as Steve, but she would participate in meetings to make sure her feelings were expressed. She felt very comfortable placing blame for roadblocks or issues that came up in the meetings. Slide 9: During the project, the health system leadership decided to purchase a new electronic scheduling system and most resources were directed towards that project. This essentially brought the PT project to a standstill no matter what steps Kevin took. Slide 10: Steve took a new job leaving only Susan to represent PT in the group. She refused to acknowledge the new project and its effect on slowing down the PT group project. Slide 11: Kevin had his back against a wall, trying to keep his project team happy while also understanding that there would be little support for the PT project until the new scheduling system went live.