No abstract

By understanding the tensive issues that could potentially influence the quality of collaboration, MDs and APNs can consider communication measures geared toward strengthening their partnerships.

Although both parties reference identical terms, when the language is unpacked, different behaviors are sought by APNs and MDs to achieve collaboration. This suggests that discussions concerning collaboration between APNs and MDs should not remain at the level of generalizations wherein apparent agreement might be assumed; instead, focused exchanges must concern specific behaviors in discrete instances.

In this qualitative study we used Dialectical Theory to analyze contradictions occurring between medical doctors (MDs) and nurse practitioners (NPs) working collaboratively on a health care team. The analysis of interview data revealed contradictions in two areas: (1) NPs espouse a need for heightened autonomy in their working associations with medical doctors, whereas conversely, MDs emphasize a need for ongoing connection, and (2) MDs argue that NPs should be more proactive problem solvers and frame their working relationships as educational. However, NPs argue that MDs enact patterns of behavior that limit proactive problem solving and curtail the educational potential of those relationships, thus reinforcing predictable work routines. Both areas of contradiction constitute what dialectical theorist Leslie Baxter refers to as "oppositions." Examples of these oppositions are provided in the analysis. The study concludes with an assessment of how such contradictions might constitute developmental opportunities for NPs and MDs working in collaboration.

This article analyzes interview data from 20 CEOs—drawing on their combined experiences to illuminate both the challenges that will face CEOs in the 21st century and the knowledge, competencies and skills they will need to succeed. The results of the qualitative analysis suggested the importance of a Global IQ, the ability to recognize talent, both the knowledge of global strategies as well as both vision and execution. CEOs must possess both global experience and an acute understanding of cultural differences to build a global company. The 21st-century CEO must have global talent acquisition capabilities that not only embrace diverse populations but also understand the cultures represented in the workforce. The CEO must be able to manage global growth and be comfortable in a broad cross-section of international markets and settings. And finally, they must possess the breadth necessary to be visionaries but understand the details that contribute to successful organizational functioning. The analysis of data not only reinforces traditional values that remain important but also identifies how perspectives on organizational functioning must change to embrace the future.