lear Lake Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about $80$ other employees. At its big, new clinic building, Clear Lake Orthopedics provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X$-$rays to magnetic resonance images. The physicians perform surgery in their own outpatient surgery center with Clear Lake's own operating nurses and technicians. Therapy is provided by three physical therapists and one part$-$time contracted occupational therapist. In addition to staff provid$$ing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems$/$technology$,$ building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company. Legal work is outsourced to a law firm. Clear Lake Orthopedics is managed by a new president, Ms$.$ Jane Kovner. She and Clear Lake Orthopedics have set a goal of achieving "Excellent" ratings for patient experience from at least $90$ percent of Clear Lake Orthopedics$$ patients this year.

Ms$.$ Kovner has often tried to use a rational and somewhat individual decision$-$making approach at Clear Lake Orthopedics. This has caused some problems, and she wants to try other approaches. Assume that Clear Lake Orthopedics currently has Excellent ratings from only $65$ percent of its patients. Assume that you serve as Clinical Business Manager. Prepare a memorandum with recommendations how Ms$.$ Kovner and her management team could make decisions and solve problems to reach the $90$ percent goal. Although the physicians all approved the $90$ percent goal, Ms$.$ Kovner feels that conflict might arise between her and Dr$.$ Winn regarding how to achieve the goal. Which causes of conflict might create that conflict? Which conflict resolution style should Ms$.$ Kovner use?