We provide advice and support to executives in clinics on how to develop structures and competencies with which conflict causes can be cleared effectively and negative effects of conflicts can be minimized.
Critical success factors in clinics, hospital, infirmaries are elements
such as quality, medical achievement, time, flexibility, service,
convenience and freedom from failures. But these factors can not
conduce to success unless procedures and processes within these
elements can go off without disturbances and failures.
In clinics conflicts count as the most sensible
disturbances. At the same time clinics show an inherent high potential
of conflicts. There is also the fact that conflicts in clinics, because
of there negative effect on the success factors quality, medical
achievement, time etc., do not only lower the performance, efficiency
and quality of work of the clinic but, if they lead to failures, can
actually become an imminent risk for patient's and employees' security.
For this reason conflict management, along with quality and risk
management, has a twofold particular importance for clinics. For one
thing conflict management is supportive of the clinic's economic
profitability. For another thing it is an essential part of the
clinical prevention and averting of failures and of dangers. But
conflict management in practice can only be successful when one
concentrates on what it makes as a functional part of general
management. 
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