Browsing by Subject "conflict"

Now showing 1 - 4 of 4
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    Difficult Patient Behavior in Dialysis Facilities
    (Karger, 2019-02) Janosevic, Danielle; Wang, Aileen X.; Wish, Jay B.; Medicine, School of Medicine
    Difficult behavior exhibited by dialysis patients is a spectrum that includes nonadherence, verbal or physical abuse, and threatening acts. Such behaviors may lead to harmful consequences to the patient, other patients, the facility, and staff and can culminate in involuntary discharge. It is important to recognize that these “difficult behaviors” may be due to underlying psychosocial or medical issues, which places an onus on care providers to explore further. According to the Conditions for Coverage (CfC) for dialysis facilities, it falls upon the medical director to coordinate and oversee policies for patient satisfaction, patient safety and rights, involuntary discharges, and adverse events and outcomes. Thus, medical directors are liable for their own actions, and their staff for which they have oversight, for harm or perceived harm to patients in response to difficult behaviors. Guidelines to deal with specific patient behavior scenarios have been published by the Decreasing Dialysis Patient Conflict National Task Force of the Forum of end-stage renal disease (ESRD) Networks. The common denominator for these difficult scenarios is impaired communication, and the majority of patient concerns involve issues with staff, policies, treatments, and diet. Involuntary discharge of a patient should always be viewed as a last resort, and there is a structured process described in the CfC that requires the involvement of the respective ESRD Network and the facility medical director. As physicians, we are bound by ethical and growing legal obligations to act in an appropriate, ethical, and fair manner to patients who are considered to be “difficult.”
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    Group Contests with Internal Conflict and Power Asymmetry
    (Wiley, 2016-10) Choi, Jay Pil; Chowdhury, Subhasish M.; Kim, Jaesoo; Department of Economics, School of Liberal Arts
    We investigate simultaneous inter- and intra-group conflict in the shadow of within-group power asymmetry and complementarity in members' group-conflict efforts. A more symmetric group faces a higher degree of internal conflict, and might expend more effort in external conflict when the group-conflict effort technology is highly complementary. Depending on the degree of complementarity, the stronger player's relative contribution to external conflict might be higher in a more asymmetric group and, as a result, it is possible for the weaker player to earn a higher payoff. In the absence of any complementarity, the rent-dissipation is non-monotonic with the within-group power asymmetry.
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    Intravenous Alcohol Self-Administration in the P Rat
    (Elsevier B.V., 2014-08) Windisch, Kyle A.; Kosobud, Ann E. K.; Czachowski, Cristine L.; Department of Psychology, School of Science
    Alcohol consumption produces a complex array of effects that can be divided into two types: the explicit pharmacological effects of ethanol (which can be temporally separate from time of intake) and the more temporally “relevant” effects (primarily olfactory and taste) that bridge the time from intake to onset of the pharmacological effects. Intravenous (IV) self-administration of ethanol limits the confounding “non-pharmacological” effects associated with oral consumption, allows for controlled and precise dosing, and bypasses first order absorption kinetics, allowing for more direct and better-controlled assessment of alcohol’s effect on the brain. IV ethanol self-administration has been reliably demonstrated in mouse and human experimental models; however, models of IV self-administration have been historically problematic in the rat. An operant multiple-schedule study design was used to elucidate the role of each component of a compound IV-ethanol plus oral-sucrose reinforcer. Male alcohol-preferring P rats had free access to both food and water during all IV self-administration sessions. Animals were trained to press a lever for orally delivered 1% sucrose (1S) on a fixed ratio 4 schedule, and then surgically implanted with an indwelling jugular catheter. Animals were then trained to respond on a multiple FR4-FR4 schedule composed of alternating 2.5-min components across 30-min sessions. For the multiple schedule, two components were used: an oral 1S only and an oral 1S plus IV 20% ethanol (25 mg/kg/injection). Average total ethanol intake was 0.47 ± 0.04 g/kg. We found significantly higher earning of sucrose-only reinforcers and greater sucrose-lever error responding relative to the compound oral-sucrose plus IV-ethanol reinforcer. These response patterns suggest that sucrose, not ethanol, was responsible for driving overall responding. The work with a compound IV ethanol-oral sucrose reinforcer presented here suggests that the existing intravenous ethanol self-administration methodology cannot overcome the aversive properties of ethanol via this route in the rat.
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    Sources and Management of Conflict in Blended Organizations
    (2007-08-08T17:23:08Z) Leinbaugh, Daniel A.; Goering, Elizabeth M.; Sandwina, Ron; Parrish-Sprowl, John
    The integration of nonstandard (temporary) workers into an organization is called a “blended workforce,” and such an arrangement is a breeding ground for potential conflict. Until very recently, much of the research on nonstandard workers has been limited to exploring those in low-wage positions requiring limited skills and the detriments of such working arrangements. However, with advances in technology that allow working from remote locations and the desire of firms to more quickly adapt to changes in the market, the role of high-skill, high-wage nonstandard workers is steadily growing. Pondy (1967) proposed that conflict episodes are composed of five possible stages: latent, perceived, felt, manifest and the aftermath. These conflict stages provided the framework for the consideration of conflict in blended organizations. Through an extensive literature review of nonstandard workers, this research determined six potential areas of latent conflict in blended organizations. Next, the research determined if those areas of latent conflict move into advanced stages of conflict within blended organizations that integrate high-end nonstandard workers. Finally, the research explored how those conflicts that emerge from the use of a blended workforce are managed.