TABLE 2.

Lessons Learned From Internal Process Analysis

Unit structures are hierarchical
Staff believe that they have little influence in decision making but recognize the need and have the desire to be more involved
Leadership is perceived as being inaccessible and out of touch
Individually we are willing to change and improve but collectively we are not
Individuals see their own behavior differently from how others see it
Individuals believe that they already know how to be good team players; everyone “just needs to do it”
Staff are naïve regarding whole-unit functioning and their individual roles and contributions to that functioning (deficient in systems thinking)
Respect is higher within disciplines than between disciplines
There is a lack of trust and respect between “us” and “them” (staff and management)
There is little trust by the staff that conflicts will be resolved
There is variation in the understanding of the goals of conflict resolution
Despite an understanding of conflict resolution, people cannot or will not apply the knowledge
Day-to-day performance issues are perceived as being treated inconsistently
Both monetary and nonmonetary reward and recognition are important
All disciplines are willing to participate in conflict resolution and teamwork training