Abstract
Interpersonal conflict is a persistent barrier to organizational effectiveness in healthcare organizations. For decades, experts have described a “fade out” problem in which dysfunctional attitudes and behavior resurface in the weeks or months following conflict management interventions which bring relationships to the status quo and can ultimately hinder organizational effectiveness. To address the fade out problem, Personal Management Interviews (PMIs) are specifically designed to foster accountability and long term follow up among individuals who have confronted interpersonal conflict and made action plans for overcoming it. Yet to date, little research provides evidence-based guidance about how to properly implement PMIs. We hypothesize that unless PMIs are done consistently, they will not overcome the fade out problem described by scholars and practitioners. In a study of two independent US hospitals, we examine how the consistency of Personal Management Interviews impacts five attitudinal and behavioral outcomes. In support of our PMI consistency hypothesis, we find evidence that citizenship behavior, intention to stay, trust for leaders, team effectiveness and meeting effectiveness are considerably improved when PMIs are held consistently. Importantly, we find no statistical differences on these outcomes between individuals who conduct PMIs inconsistently and those who do not conduct them at all. These findings lead to the conclusion that its not if, but how PMIs are conducted that matters.
Published Version
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