THE HOSPITAL CEO - MEETING THE CONFLICTING DEMANDS OF THE BOARD AND PHYSICIANS

This article examines the relationship between the hospital CEO and th e governing board and physicians in Canada. Conflicts that result from the interaction of the three groups are identified. A CEO requires te chnical, human, and conceptual skills to manage conflict effectively b ut can be successful with minimal technical or human skills by relying on subordinates for these skills, This article argues that survival o f health care organizations in the 1990s will depend on CEOs with stro ng conceptual skills. Although some believe conceptual skills are inna te, it may be possible to learn such skills through coaching or mentor ing.