What else might he do to facilitate the conflict resolution?

Dr. Garrett, the chief medical officer of a busy tertiary medical center, was having a good day until Dr. Daer, a leading cardiologist at the hospital, approached him in the doctors’ lounge and insisted on speaking with him about an urgent quality problem. After retiring to Dr. Garrett’s office, Dr.
Daer stated that a certain primary care physician (PCP) was, in his opinion, incompetent at reading EKGs (electrocardiograms). Dr. Daer claimed that this PCP’s incorrect reading of EKGs led to the recent death of a patient.
Dr. Daer said that he and all his partners were planning to propose that only cardiologists be credentialed to read EKGs or, as a concession, that all EKGs would be “over-read” or reread after a noncardiologist looked at them—and that the hospital would pay for these over-readings. This was a matter of such importance, Dr. Daer stressed, that he and his partners were ready to present the proposal to the medical executive committee, or even to take it to the hospital’s board of directors if necessary.
Dr. Garrett, now having a bad day, thanked Dr. Daer for the information, asked him to hold off on presenting his proposal to the medical executive committee or the board, and promised to follow up on his concern and get back to him within the next week.