A case of administrative conflict: observations on the dynamic framework.

Abstract

A situation is described of suddenly erupting conflict in an interdisciplinary meeting of psychiatric hospital staff. The conflict is related to the systemic impact of recent changes in psychiatric hospital practice. The observed affect and interpersonal dynamics are reviewed in the context of different conceptual frameworks. These include Maslow's hierarchy of needs model, the group focal conflict paradigm and the concept of scapegoating. The use and integration of these three approaches toward understanding affectively laden administrative conflict are discussed. Specific reference is made to the utilization of such understanding in developing leadership skills in a multi-disciplinary mental health setting.