Download Management and Leadership – A Guide for Clinical by Sanjay Patole PDF

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By Sanjay Patole

​This e-book will supply an individual with an curiosity within the health facility with a uncomplicated advisor on these issues that aren't taught in the course of scientific college or the other pre-clinical trainings. The line-up of authors was once rigorously assembled to incorporate specialists in all respective fields to provide this quantity the authority it calls for to be a suitable textual content for plenty of.

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Additional resources for Management and Leadership – A Guide for Clinical Professionals

Sample text

People often become impatient and somewhat fixated on the bottom line: “I will not pay more than this”! This invites the other party to think: “I will not sell it at less than this, take it or leave it”. The result is a stalemate. 2). Not everyone is aware of their own style of negotiating and their inherent tendency to veer towards a particular (often less desirable) tactic when the situation gets tough. 36 L. Jain et al. 2 Five basic styles of negotiators (adapted from Hill MJ and DeCherney AH [2]) Negotiating Style Description Accommodating Emphasize relationship, see views of the other side Avoiding Avoid conflict if at all possible Competing See conflict as a win-lose scenario Collaborating Create problem solvers Compromising Emphasize what is fair and equitable Next, one needs to think of options that are not one sided; winning options are ones that all parties can live with.

It is therefore not surprising that the fear of conflict is one of the commonest reasons for the stress in handling difficult behaviour. 3 The Art of Negotiation, Handling Difficult Behaviour, and Facing the Media 39 Managing Difficult Behaviour The literature is full of ‘tips’ for handling difficult people, and difficult behaviours. At first glance most of them seem to be based on common sense. However on close inspection one realises that many of the suggested responses/actions are not easy to adopt because each one of us has a different personality and a different way of thinking and responding to difficult situations, difficult conversations based on our inherent nature and life experiences.

2. I get stressed just by thinking that I have to meet this person: Once you start getting anxious and stressed just by the thought of an impending meeting with a person, or worse, start finding excuses to postpone or cancel it, it is time to realise that things have worsened to an extent that an intervention is required. 3. I am not myself when I meet this person; I always come back after meeting this person, thinking about things that I should have said: These feelings confirm that something is not right.

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