ABSTRACT
Consider formal performance management when there is repeated poor performance or behaviour that is having a negative impact on patient care or team morale, especially if there has been little change despite informal feedback. As leaders and/or employers involved in performance management, we have a duty to respect the confidentiality of the person involved. If people feel heard, and are given the opportunity to express their concerns, there is less need for bad behaviour. On many occasions conflict between people at work can occur if the people come from such different backgrounds they are perceived as 'other' and therefore, some kind of threat to identity. There can also be conflict related to how efficient or effective people within teams are perceived by others. Demonstrating this can help others in our team to celebrate differences and minimise conflict.
