After overcoming her personal fear of confrontation, the Regional Manager met with Dr. Rosenberg and Dr. Griffith regarding their behavior with the golfing incident. The RM was direct in addressing each individual and explained that if the clinic is to have policies regarding cancellations, that all doctors would be expected to comply and Dr. Rosenberg would be expected to address the violation with other doctors as well -- not just administrative staff. Both Dr. Rosenberg and Dr. Griffith understood and agreed to work on creating a more supportive and open work environment. Without prompting, both also apologized to Sandra for leaving her to receive the punishment alone. Dr. Williams had purposefully put a hold on his schedule months in advance as to not have any patients on that particular afternoon. Being that he did not violate any policies, he was not a part of the discussions. Even still, he reached out to Dr. Griffith and Sandra to apologize for causing such a problem. He explained that he should have thought through the policy issue and not reached out with an invitation to play -- his regular partner had cancelled last minute and he was looking for a quick replacement. Sandra agreed to stay with the clinic. She felt as though the regional manager truly listened to her, although she was rightfully upset that it took her being willing to resign for action to be taken. She's always had a great relationship with Dr. Griffith and she trusts that he won't let this type of issue happen again. Four months pass and the clinic is back to normal with the "day off for golf" incident far in the past. Sandra has since agreed to review clinic policies at all locations and has been working through many outdated policies that need to be brought up to current standards. She has created a system of review in which policy revisions are routed through multiple channels including a committee on patient engagement, human resources, budget and planning, and legal counsel. With her guidance, several policies have already been planning, and legal counsel. With her guidance, several policies have already been modified that resulted in more patient friendly work-flows throughout the clinic. During this time, Sandra's co-worker, Tanya, has become increasingly rude, and in some cases even hostile toward Sandra. She "forgets" to pass along messages from both patients and doctors and has also been talking about Sandra to other co-workers. Monday morning as Sandra walks in to the main office, she overhears Tanya tell Shawn, a new billing specialist, "I don't know why they had to go out of their way to keep her. This place would have been just fine if she had quit. Now she's miss 'goody two- shoes" and trying to show everyone up. You have to watch out for her." Sandra doesn't react and decides to not confront Tanya, hoping the situation will resolve itself, even though she's now worried the new employee will see her in a negative light. By the end of the week, the situation does not resolve and there is now palpable tension in the clinic that is being recognized by patients. You are the Regional Manager. In your opinion, Sandra is a great employee and has done a wonderful job taking on the clinic policy review. Tanya is also a long-time, hard- working employee who has never caused issues and can sometimes work miracles with the schedule. You don't want to lose either employee. You sense that Tanya is jealous of Sandra's new role, but remain unsure of the exact cause of the tension between the two. It's clear that the situation between Sandra and Tanya must be addressed. What are the facts of this case? What are the facts of this case? 7 A B I Fr T I !!! E ||| ! What are the management implications of this case? 7 A B I Ft TY I 8Y EE % ! If the issue between Sandra and Tanya is not addressed, what types of other problems may be created for patients visiting the clinic? 7 J A B I Fr TY I !!! III With what you learned about your management and conflict resolution styles in how would you (as the regional manager) go about addressing this issue?