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Interpersonal communication is valuable to maintain patient-provider relationships and positive forces in the workplace. Constructive communication within healthcare requires active listening, analysis, open-ended questions, and empowerment; communication competency is the ability to effectively exchange and process information with others (Pagano, 2017). Essential factors for communication and relationships include an explanation of roles, status, norms, and relationships. Team members require norms and standards that communicate appropriate behaviors and understanding of other professions. Status is reflected in a member's title but should not interfere with communication or behavior. Demographic variation of patients and other employees requires that healthcare workers are trained to change their interpersonal communication skills to cater to age, education, sex, gender, and socioeconomic status.

Relationship management focuses on the connection between managers, staff, stakeholders, and the workplace. Conflict can arise anywhere and disrupt workflows; relationships or tasks are two forms of disruptions. A relationship conflict refers to tension or animosity amongst coworkers, but task disputes result from disagreements over task maintenance and completion (Cellucci, 2019). Acknowledging conflict is categorized based on the depth of concern; dominating and accommodating styles are different responses to conflict. For example, if a colleague is only concerned for themself rather than others, they have a dominating personality. However, colleagues who demonstrate concerns for other coworkers are accommodating. Additional techniques include avoidance, compromising, and problem-solving. The last two terms demonstrate assertiveness, cooperation, and concern for both parties, while an avoidant person is usually withdrawn and lacks cooperation due to passive-aggressive behaviors.

A manager must play a role in responding to and developing emotional intelligence to resolve conflict; management style varies but resolutions are equated to the amount of power and criticality a manager has. Power is defined as; the ability to act based on status, education level, and reputation amongst employees (Cellucci, 2019). Before conflict resolution, a manager must take the initiative to form strong team communication and emotion management skills, especially in hospitals and clinics where health care is team-centered rather than individualized. Emotional intelligence is the ability to manage emotions or yourself or others through self-awareness, motivation, and social skills (Cellucci, 2019). Emotional intelligence is influenced by conflict management, mentoring, teamwork, and leadership. Conflict is an intense topic that requires situational awareness to account for the power and criticality of issues and solutions.