Question: Handling Personal Issues in a Professional Manner You are a male unit supervisor of a pediatric trauma unit at Children's Hospital. Three years ago, you ended a serious romantic relationship with a nurse named Susan, who was employed at a different hospital in the same city. The break up was not mutual, and Susan was hurt and angry. Six months ago, Susan accepted a position as a unit supervisor at Children's Hospital. This has required you and Susan to interact formally at department head meetings and informally regarding staffing and personnel issues on a regular basis. Often, these interactions have been marked by either covert hostility on Susan's part, nonverbal aggression, or sniping comments. When you attempted to confront Susan about her behavior, she stated that "she didn't have a problem and that you shouldn't flatter yourself to think that she does." The situation is becoming increasingly more difficult to "work around," and both staff and fellow unit supervisors have become aware of the ongoing tension. You love your position and do not want to leave Children's Hospital, but it is becoming increasingly apparent that the situation cannot continue as it is.
ASSIGNMENT: Answer the following questions:
1. How might gender have influenced the latent conditions, perceived or felt conflict, manifest con- flict, and conflict aftermath in this situation?
2. What conflict strategies might you use to try to resolve this conflict? Avoidance? Smoothing? Accommodation? Competing? Compromise? Collaboration?
3. Would the use of a mediator be helpful in this situation?