Conflict in the workplace is inevitable in any high-pressure environment, and the NHS is no exception. The panel wants to see that you can manage interpersonal conflict professionally, constructively, and without escalating the situation. This is closely related to the SPIES framework covered in Module 1 and Module 5, but this lesson focuses specifically on interpersonal conflict between colleagues (rather than professional misconduct or patient safety scenarios).
Principles for Resolving Interpersonal Conflict
1. Address it early: Do not let a conflict fester. Small disagreements that are ignored can escalate into major problems that affect patient care and team morale. If you have an issue with a colleague, address it as soon as practically possible.
2. Choose the right setting: Have difficult conversations in private, away from patients and other staff. Never confront a colleague in front of patients, as this undermines professional trust and can cause distress. A quiet office, staff room, or meeting room is appropriate.
3. Use “I” statements: Frame your concerns in terms of your own feelings and observations, not accusations. “I felt concerned when the handover was incomplete because it meant I was unaware of Mrs Smith’s fluid restriction” is constructive. “You never do proper handovers” is confrontational and will make the other person defensive.
4. Listen actively: Seek to understand the other person’s perspective before pushing your own. They may have a valid reason for their behaviour, or there may be a misunderstanding that can be easily resolved. Ask open questions: “Can you help me understand what happened?”
5. Focus on behaviour, not personality: Discuss the specific behaviour that caused concern, not the person’s character. “The handover was incomplete” is about behaviour. “You’re lazy and don’t care about patients” is about personality and will destroy the conversation.
6. Seek resolution, not victory: The goal is to resolve the issue and maintain a working relationship, not to “win” the argument. Look for solutions that both parties can accept.
7. Know when to involve a third party: If direct conversation does not resolve the issue, or if the conflict is serious (bullying, harassment, discrimination), involve an appropriate third party: your clinical supervisor, educational supervisor, consultant, or the trust’s mediation service. GMC Good Medical Practice 2024 Domain 3 requires you to raise concerns about behaviour that undermines patient safety or team culture.
Specific Conflict Types in JCF Interviews
- Conflict with a peer (e.g., disagreement about patient management) — resolve through discussion, reference evidence/guidelines if relevant, involve a senior if agreement cannot be reached
- Conflict with a senior (e.g., you believe the consultant’s management plan is wrong) — raise your concern respectfully and privately, use a questioning approach, escalate further if patient safety is at risk
- Conflict with nursing staff (e.g., a nurse challenges your prescribing decision) — listen to their concern (nurses often have more clinical experience than junior doctors), discuss the evidence, involve a pharmacist or senior if needed
- Conflict with a patient’s family (e.g., a relative disagrees with the care plan) — listen empathetically, explain the clinical reasoning, offer a family meeting with the consultant