For each of the following scenarios, describe the type of conflict that is being represented:

a. Hadley Primary Care Group in John- son, Vermont, has been in the community for 35 years. The senior partner in the group is a member of the hospital Medical Executive Committee. The 10-member primary care group is the major primary care source in the community of 10,000 people. although there are a few other primary care providers in solo-practice offices. A new hospital administrator was recently hired to assume responsibility for the organization. He announced to the physicians that he had hired a phy- sician search firm to recruit five family practitioners that were to be employed by the hospital. He justified the decision. by saying that, increasingly, hospitals were employing their own doctors, and the community was experiencing a sig- nificant growth with retirees. Dr. Wetzman from Hadley Primary. Care expressed his dissatisfaction to no avail and said he would discuss it with his primary care partnership and, if necessary, bring it to the hospital Board of Trustees.

b. After reading of the new advances in virtual visits, the administrator of Stoughton Memorial Hospital proposes to her medical staff that it might be worthwhile to consider initiating a similar effort with a reintermediation strategy. The administrator says she has contacted TelaDoc, which has partnered with several other hospitals to provide 24/7 virtual visit services. The CEO then shows several similar-sized. hospital web pages where the hospitals virtual visit offerings using TelDoc are promoted. At this point, the medical staff meeting is in uproar. Several doc- tors say that they will lose business or else will lose referrals.

c. Austin Orthopedics is one of the largest orthopedic groups in Southwestern Oklahoma. After many years of admit- ting to Tulsa General Hospital, the physician group decide that it might just be better for them in terms of operating room efficiency and their own patient satisfaction if they take a major leap in investment and market positioning to build their own free-standing outpatient surgical suites. In recent years, the vast majority of their own surgeries require few overnight stays within a hospital. The hospital, upon learning of these plans, decides that it might be best for them to go to the AAOS internal meeting of orthopedic surgeons and mount an aggressive campaign to recruit their own orthopedic surgeons into the community.