In the field of health and social care services—and particularly in contexts dedicated to the prevention and control of healthcare-associated infections—the ability to manage complex relationships is just as important as technical and scientific expertise. For this reason, within the Second-Level Master’s Programme in Management/Coordination of Services for Infection Risk Related to Healthcare, a dedicated lesson focused on a crucial topic: negotiation as a tool to face and transform conflict.
The session began with an analysis of identity dynamics within professional groups: the sense of belonging, the emotional significance attributed to one’s role, and the way individuals define themselves as part of a group all profoundly affect attitudes, communication, and behaviours in healthcare organisations. When different identities come into contact—or into conflict—various individual and collective strategies can emerge: from psychological or physical withdrawal, to disidentification from the group, and even attempts to redefine or transform one’s professional identity.
The lesson highlighted how conflict, far from being something to avoid, can represent a powerful driver of growth and innovation. Minority groups, through the coherence of their positions and their capacity for constructive dialogue, can influence majorities and contribute to meaningful organisational change.
Participants were encouraged to view conflict not as an insurmountable divide but as a space where interests, values, and emotions can be explored in a constructive way.
Through examples, exercises, and real case studies, the role of negotiation was examined as a communicative process aimed at finding shared solutions. Observing, listening, and understanding the needs and interests—both one’s own and those of others—are essential steps in transforming confrontation into collaboration. In infection-risk management, where diverse professionals work under pressure and with significant responsibilities, this competence becomes fundamental to coordinating teams, aligning objectives, and supporting effective decision-making.
This lesson forms part of the broader curriculum of the Master’s Programme, which dedicates substantial attention to organisational and relational dynamics. The programme recognises that the quality of health and social care services relies not only on technical skills, but also on the ability to cooperate, negotiate, and lead change.
