Abstract
Beneath the cloak of formal and informal relationships in every healthcare organization, a more complex system of social, economic, professional, and political relationships has a correlational effect on work productivity, system efficiency, and job satisfaction among stakeholders. Today’s workforce is changing, notwithstanding the impact of the environment, regulations, and resources to practice. Conflict, change, chaos, and complexity (4Cs) are unavoidable components of human relationships, it is always found in every work environment. Complex organizational structures require healthcare leaders to assume numerous roles, leading to conflict. Although usually viewed as unfavorable, 4C’s can be beneficial to organizations and in every leadership journey. It can be a powerful motivator for positive and innovative change. The key to successfully managing 4C’s is to analyze the value given to the situation and the experience derived from it. I have been in the health care practice, academia, and leadership for over 25 years. Much has been seen to write an article that highlights the experience. Here are the alphabets of healthcare that, when put together, describe the complex and dynamic system-ness (or lack thereof) of the environment/practice.
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