Báo cáo y học: Bench-to-bedside review: Leadership and conflict management in the intensive care unit

Tuyển tập các báo cáo nghiên cứu về y học được đăng trên tạp chí y học Critical Care giúp cho các bạn có thêm kiến thức về ngành y học đề tài: Bench-to-bedside review: Leadership and conflict management in the intensive care unit...
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Báo cáo y học: "Bench-to-bedside review: Leadership and conflict management in the intensive care unit" Available online http://ccforum.com/content/11/6/234ReviewBench-to-bedside review: Leadership and conflict managementin the intensive care unitRob JM Strack van Schijndel1 and Hilmar Burchardi21Department of Intensive Care, VU University Medical Centre, PO Box 7057, 1007 MB Amsterdam, The Netherlands2Kiefernweg 2, D-37120 Bovenden, GermanyCorresponding author: Rob JM Strack van Schijndel, rob.strack@vumc.nlPublished: 20 November 2007 Critical Care 2007, 11:234 (doi:10.1186/cc6108)This article is online at http://ccforum.com/content/11/6/234© 2007 BioMed Central LtdAbstract professionals, physicians, nurses and others entirely involved in intensive care form an integrated team who, together withIn the management of critical care units, leadership and conflict experts from various other specialties, apply their knowledgemanagement are vital areas for the successful performance of the to provide coordinated patient care. To coordinate so manyunit. In this article a practical approach to define competencies forleadership and principles and practices of conflict management health care providers and to ensure rapid and effectiveare offered. This article is, by lack of relevant intensive care unit treatment of critically ill patients is a complex managerial(ICU) literature, not evidence based, but it is the result of personal assignment. A long list of key tasks demonstrates theexperience and a study of literature on leadership as well on diversity of the commission of an ICU manager (Table 1).conflicts and negotiations in non-medical areas. From this, infor- However, they can principally be simplified to some generalmation was selected that was recognisable to the authors and, leadership qualities [1], which will be described below.thus, also seems to be useful knowledge for medical doctors in theICU environment. LeadershipIntroduction According to Hersey and Blanchard [2], there are two typesPractical management aspects of intensive care medicine do of situational leadership, task behaviour and relationshipnot receive much attention in the critical care literature. There behaviour. Task behaviour means that the leader is orientedis little evidence-based literature to guide us through manage- towards the necessary tasks. He organises and defines thement principles. Much of what we know comes from personal roles of the group and explains what activities are to beexperience, courses and literature published by experts in undertaken. For this, well-defined procedures (standard oper-industry or the trades. As intensive care units (ICUs) are ating procedures) must be developed. Relationship behaviourfacilities where substantial parts of hospital budgets are means that the leader focuses on a good relationship with hisconsumed and where large quantities of human resources team. He maintains the personal relationship between himare allocated, good management is vital for a successful, and the group by communicating and listening, by providingadequate and appropriate use of money and people. So, emotional support, and by offering facilitating and supportingmanagement aspects cannot be overlooked. behaviour.In this article for postgraduate physicians, we focus on two Apparently there is no one best form of leadership. Leadersaspects of management: leadership and conflict handling have to match their style to their own requirements and thefrom the leader’s perspective. Furthermore, as nursing context of the situation, called ‘situational leadership’ [3]. Thismanagement is crucial for a well functioning ICU, the even means that leaders may have to use different styles withrelationship between physicians and nursing staff is also ...