BLOG: How to keep doctor workload, compensation and other squabbles from killing your group practice, part 4

ByJohn B. Pinto

This concludes with part 4 of a four-part series on avoiding partnership conflicts.

The role of a managing partner in conflict resolution

There are practical limits to what even the most astute practice administrator can do to get practice partners to the negotiating table on these tough issues. Well-intentioned efforts by an administrator to be the mediator can end up with one or more partners now not only angry with their colleagues, but with their manager. Both the reality and appearance of neutrality is critical on the part of the administrator. The practice’s managing partner or medical director should be the first to step into the breach when partner discord looms.

Of course, the fundamental contractual recitals of the group’s governance model and legal documents must be sound and scalable, with periodic guidance by your attorney, so they fit the increasing size and complexity of your group. Accounting and finance counsel also have a critical role in partner conflict resolution, especially if the practice’s finances are weak. Strong practices may have a little extra time on their side to work out partner problems. If financial performance is eroding, you may need to either table or markedly accelerate the resolution of partnership problems so you can deal with imminent collapse of the business enterprise.

In all cases, time is of the essence. Arguments in any of these critical areas can kill your professional enthusiasm, even in the midst of financial abundance. Long-standing disputes can make it impossible to ever restore partner cohesion and can even destroy the group. If your group’s squabbles have reached levels that are beyond the aid of your administrator, accountant and general legal counsel, it may help to get more formal assistance with conflict resolution and employ the services of a practice consultant, industrial psychologist or seasoned health law attorney.