American College of Healthcare Executives
Winter 2010
In This Issue

President's Message
Message from the Regent - Winter 2010
2012 to 2014 Credentialing Changes
Dos and Doníts for Critiquing Employees Effectively
Break Through Communication Jams
Tips on Effective Mediation of a Dispute
Tailor Your Crisis-Management Approach

Chapter Officers

Paul A. Jeffrey
Wesley Long Community Hospital – Moses Cone Health System

Pamela M. Sinclair, FACHE
Advanced Home Care

Secretary- Treasurer
Samuel B. Seifert
Wake Forest University Baptist Medical Center


Robert E. Byrd, FACHE
Alamance Regional Medical Center

Wendy P. Hicks
Novant Health – Forsythe Medical Center


Tips on Effective Mediation of a Dispute

Step up when you notice that a personal conflict between two employees is starting to flare up and affect the larger group’s effectiveness. Follow these simple guidelines:

  • Seek an invitation. For the most part, staffers might not appreciate having you or anyone interfere without permission. However, if they seem incapable of resolving the matter on their own, do not wait for them to ask you to intervene. Let them know up front that you have noticed a problem, and offer them the choice of solving it on their own by a certain deadline or with your assistance.
  • Make it clear that you will not be taking sides. Explain in advance that you intend to be objective. Although you may speak with each employee separately, explain that you will pass along what each person tells you, to give the other person a chance to verify and also clarify.
  • Pass along criticism and comments. Sharing positive remarks as well as negative comments allows each person to see the merit in the other person’s position.
  • Point out miscommunication and misperceptions. The employees’ relationship may be suffering because of wrong information, invalid assumptions, misjudged intentions or incorrect conclusions. Tell them what you see, remind them of their common goals and needs and ask them to suggest solutions.
  • Keep the lines of communication open. After they resolve the issue, look for or create opportunities for them to interact occasionally. Recognize and reward positive actions that contribute to open communication.

Adapted from “Change Crisis-Management Approach” Communication Briefings, November 2010; (800) 791-8699;


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