question is attached in word document

Assignment no 1:

Nurse practitioners and physician assistants have long argued that they have the ability to provide as much as 70% of the medical services provided by primary care physicians at a much lower cost. Yet government regulations limit their ability to work independently of physicians.

Prepare a 3- to 4-page paper, complying with APA guidelines and based on the following directions. Be sure to support your work with a minimum of two additional sources and provide specific citations as appropriate. Respond to the following question:

After acquainting yourself with the education and training that PAs and NPs receive, do you support the view that they should work independently of physicians? Explain what would happen to the level of competition in the physician services market if all statutes limiting activities of physician assistants and nurse practitioners were eliminated.

Assignment no 2:

See Debate Time (p. 205 in your digital book) and, in a 500 to 750 word paper, answer the following questions: each question will be 125 words.

1. When is power useful?

2. When is the use of power not acceptable?

3. What are some of the unintended consequences of power?

4. Why is the use of power, even to achieve positive, beneficial outcomes, considered a high-risk option? Provide an example or two to support your views.

Debate:

The  study of conflict management  concerns how parties approach, deal with, and resolve conflict and which personal, social, and environmental factors affect that process. The focus here is on one conflict management tool—negotiation—which is presented as a direct way to resolve conflict. In this section of the chapter, we refer to those who engage in conflict management as “negotiators” or “parties in the negotiation.” They may include the actual parties involved in benefiting or losing from the negotiation itself. Other strategies to resolve conflict could include avoidance, whereby one or more parties refuses to deal with the conflict; or accommodation, where one party simply concedes to the other(s). While avoidance may work in a situation where emotions are high and time is needed to prepare for negotiation, and accommodation may work in a situation where the outcome is of less importance, negotiation is a viable process when there is a vested interest in the outcome and when each party wishes to manage the situation as effectively as possible for themselves and their interests.

TYPES OF CONFLICT

There are generally thought to be two types of conflict that occur in groups: conflict related to ideas concerning the task at hand, and conflict related to social factors in the team (Jehn, 1997). The first type of conflict, known as  task conflict , reflects differences amongst the parties in understanding and carrying out tasks. This type of conflict, while detrimental to overall performance or decision making in the team or group, is seen to be the “better” type of conflict in that it is less personal and somewhat easier to accommodate. For instance, in a task conflict situation, a physician and administrator want different things, but they respect each other and may even like each other. This does not necessarily make the task easier to solve, but it does mean that these parties would likely preserve their relationship after the conflict management situation is over.

Where interdependent parties struggle in terms of both performance and satisfaction is when  relationship conflict , or conflict regarding some inherent characteristic of the other party, is present. The causes of relationship conflict could be related to interpersonal styles, personality, political preference, and the like (De Dreu and Weingart, 2003). Relationship conflict is particularly difficult to deal with because judgments are being made about the party above and beyond the task at hand. Even when there is a shared understanding regarding how to solve the task, those groups experiencing conflict rooted in the relationship itself possess heightened negative emotions and perceive a dislike of the other party.

If the conflict is primarily task-based, the challenge is in understanding the viewpoints and perspectives of all of those at the table. If the conflict is more relationship-based, the challenge is how to navigate around the heightened emotions and perceptions in the group, which can interfere with the mutual pursuit of a negotiated outcome. Task conflict can also lead to relationship conflict. For example, if we acknowledge that two different parties can have two different sources of power, such as with a physician and an administrator, the knowledge-based power possessed by the physician might create task conflict with the administrator, who has control over resources. In this case, each thinks they know the “best” way to solve the conflict, which represents conflict over the task at hand. However, if they fail to see the conflict from the other side’s point of view, that task conflict can escalate into relationship conflict. Once this happens, not only do they hold different views regarding how to solve the task, but they now also judge each other’s values, which can lessen mutual trust and respect. This lack of trust means they do not have a solid relational base from which to work, which makes the resolution of conflict more difficult.