MCQ Quiz: Interprofessional Team Conflicts

Effective healthcare is fundamentally a team sport, requiring seamless collaboration between professionals from various disciplines. As a PharmD student, mastering the art of interprofessional communication and conflict resolution is just as critical as memorizing drug interactions. Conflicts within a healthcare team—stemming from differences in training, communication styles, hierarchies, or treatment goals—are not just possible, but probable. However, when managed constructively, these challenges can lead to stronger teamwork and improved patient safety. This quiz is designed to test your knowledge on the principles of managing interprofessional team conflicts, a key competency woven throughout the pharmacy curriculum in courses like Patient Care and Personal & Professional Development.

1. What is the most common root cause of conflict in an interprofessional healthcare team?

• a) Lack of clinical knowledge
• b) Differences in professional hierarchy
• c) Breakdown in communication
• d) Inadequate staffing Answer: c) Breakdown in communication

2. The SBAR technique (Situation, Background, Assessment, Recommendation) is primarily used to:

• a) Discipline a team member for an error.
• b) Structure communication to prevent misunderstandings and conflict.
• c) Bill for interprofessional consultations.
• d) Document patient complaints. Answer: b) Structure communication to prevent misunderstandings and conflict.

3. In the TeamSTEPPS model, what does the “CUS” acronym stand for?

• a) Call, Understand, Solve
• b) Concerned, Uncomfortable, Safety Issue
• c) Collaborate, Unify, Succeed
• d) Challenge, Unify, Support Answer: b) Concerned, Uncomfortable, Safety Issue

4. A physician writes a prescription for an antibiotic to which the patient’s chart indicates an allergy. The pharmacist calls the physician, who seems dismissive. Which is the most professional initial response from the pharmacist?

• a) “I’m sorry to bother you, but I just wanted to double-check this prescription.”
• b) “This prescription is a mistake and could harm the patient.”
• c) “I have a patient safety concern regarding the new antibiotic order, as the patient has a documented allergy. Can we discuss an alternative?”
• d) “I will not dispense this medication as written.” Answer: c) “I have a patient safety concern regarding the new antibiotic order, as the patient has a documented allergy. Can we discuss an alternative?”

5. Which conflict management style is characterized by a high concern for one’s own goals and a low concern for the other’s goals?

• a) Accommodating
• b) Avoiding
• c) Competing
• d) Collaborating Answer: c) Competing

6. The “Two-Challenge Rule” in TeamSTEPPS is a strategy that empowers a team member to:

• a) Challenge a colleague to a clinical knowledge quiz.
• b) Voice a concern twice to ensure it has been heard and acknowledged.
• c) Report two separate medication errors before action is taken.
• d) Request a second opinion from two different specialists. Answer: b) Voice a concern twice to ensure it has been heard and acknowledged.

7. A “difficult conversation” should ideally be framed as:

• a) A battle to be won.
• b) A joint learning exploration to understand different perspectives.
• c) A session to assign blame for a problem.
• d) An opportunity to prove you are right. Answer: b) A joint learning exploration to understand different perspectives.

8. Role ambiguity, a common source of conflict, refers to:

• a) Team members being unsure of their specific responsibilities.
• b) A team member performing their role poorly.
• c) A dislike of the role assigned to a team member.
• d) Having too many roles to manage at once. Answer: a) Team members being unsure of their specific responsibilities.

9. Which of the following is an example of active listening?

• a) Interrupting the speaker to share your own story.
• b) Thinking about your response while the other person is talking.
• c) Paraphrasing the speaker’s points to confirm your understanding.
• d) Looking at your phone while nodding occasionally. Answer: c) Paraphrasing the speaker’s points to confirm your understanding.

10. The DESC script is a constructive approach for managing conflict. The ‘S’ in DESC stands for:

• a) Suggest
• b) Solution
• c) Specify
• d) Support Answer: c) Specify (what you want to happen)

11. A collaborative approach to conflict resolution is most appropriate when:

• a) A decision needs to be made very quickly.
• b) The issue is trivial to both parties.
• c) The relationship and the outcome are both highly important.
• d) One person has clear authority over the other. Answer: c) The relationship and the outcome are both highly important.

12. When a pharmacist and a nurse have differing opinions on the timing of a pain medication dose, what should be the guiding principle for resolving the conflict?

• a) The nurse’s preference, as they are with the patient more.
• b) The pharmacist’s preference, as they are the medication expert.
• c) What is in the best interest of the patient’s care and safety.
• d) The hospital’s standard administration times, regardless of the patient’s needs. Answer: c) What is in the best interest of the patient’s care and safety.

13. A “shared mental model” within a team helps prevent conflict by ensuring everyone:

• a) Has the exact same personality.
• b) Understands the team’s goals, their roles, and the plan of care.
• c) Agrees on every minor detail.
• d) Reports to the same manager. Answer: b) Understands the team’s goals, their roles, and the plan of care.

14. What is the primary risk of an “avoiding” conflict style in a clinical setting?

• a) It can lead to a quick, but poor, decision.
• b) It can damage interpersonal relationships.
• c) It can escalate the conflict unnecessarily.
• d) It may allow a patient safety issue to go unaddressed. Answer: d) It may allow a patient safety issue to go unaddressed.

15. Giving effective feedback should focus on:

• a) The person’s personality traits.
• b) Specific, observable behaviors.
• c) Assumptions about the person’s intentions.
• d) Vague generalizations about performance. Answer: b) Specific, observable behaviors.

16. A team debriefing after a critical event is a tool used to:

• a) Determine who was at fault for the negative outcome.
• b) Discuss what went well, what could be improved, and learn from the experience to prevent future conflicts or errors.
• c) Complete mandatory paperwork for hospital administration.
• d) Allow team members to vent their frustrations without resolution. Answer: b) Discuss what went well, what could be improved, and learn from the experience to prevent future conflicts or errors.

17. The ethical principle of “beneficence” relates to interprofessional conflict by obligating a healthcare professional to:

• a) Act in the best interest of the patient, even if it requires a difficult conversation.
• b) Always defer to the team leader.
• c) Avoid any and all confrontation.
• d) Protect their own professional reputation above all else. Answer: a) Act in the best interest of the patient, even if it requires a difficult conversation.

18. What is a key objective of an interprofessional education (IPE) activity like “Putting Families First”?

• a) To prove that one profession is superior to others.
• b) To understand the roles, responsibilities, and perspectives of other healthcare professionals.
• c) To practice clinical skills in isolation.
• d) To learn how to avoid interacting with other team members. Answer: b) To understand the roles, responsibilities, and perspectives of other healthcare professionals.

19. A pharmacist notices a pattern of a physician repeatedly prescribing a medication that is not on the hospital formulary, causing delays. The best initial step is to:

• a) Report the physician to the medical board.
• b) Refuse to fill any more of that physician’s non-formulary prescriptions.
• c) Approach the physician in a non-confrontational way to understand their reasoning and discuss formulary alternatives.
• d) Complain to the nurses about the physician. Answer: c) Approach the physician in a non-confrontational way to understand their reasoning and discuss formulary alternatives.

20. Unresolved chronic conflict on a healthcare team can lead to:

• a) Increased team morale and efficiency.
• b) Higher staff turnover and burnout.
• c) Better patient outcomes.
• d) Fewer medication errors. Answer: b) Higher staff turnover and burnout.

21. The “accommodating” conflict style (low concern for self, high concern for others) can be problematic if:

• a) It is used to build goodwill on a minor issue.
• b) It causes a team member to repeatedly set aside their valid patient safety concerns.
• c) It is used when you realize you are wrong.
• d) It helps the team move forward quickly. Answer: b) It causes a team member to repeatedly set aside their valid patient safety concerns.

22. Which of the following is a poor strategy for receiving feedback?

• a) Listening without interrupting.
• b) Asking clarifying questions.
• c) Becoming defensive and making excuses.
• d) Thanking the person for providing the feedback. Answer: c) Becoming defensive and making excuses.

23. Team huddles or check-ins are proactive strategies to prevent conflict by:

• a) Creating a time to formally discipline team members.
• b) Allowing for regular communication, planning, and addressing of minor issues before they escalate.
• c) Eliminating the need for any other form of communication.
• d) Adding another meeting to everyone’s busy schedule. Answer: b) Allowing for regular communication, planning, and addressing of minor issues before they escalate.

24. A pharmacist’s primary contribution as a member of an interprofessional team is to:

• a) Defer all decisions to the physician.
• b) Only focus on dispensing medications accurately.
• c) Provide patient-specific medication-related expertise.
• d) Act as the team’s manager. Answer: c) Provide patient-specific medication-related expertise.

25. When there is a conflict due to a perceived power imbalance, what is a crucial element for resolution?

• a) The person with less power should always give in.
• b) The person with more power should use their authority to end the discussion.
• c) Creating an environment where all voices are heard and respected, regardless of title.
• d) Involving hospital security. Answer: c) Creating an environment where all voices are heard and respected, regardless of title.

26. In resolving a conflict, focusing on shared interests rather than fixed positions is a key principle of:

• a) A competitive approach
• b) An avoidant style
• c) A collaborative, interest-based approach
• d) A hierarchical approach Answer: c) A collaborative, interest-based approach

27. A new nurse is consistently preparing an IV medication incorrectly. What is the best way for a pharmacist to approach this conflict?

• a) Publicly correct the nurse in the middle of the pharmacy.
• b) Quietly fix the IV bag without saying anything to the nurse.
• c) Privately and respectfully approach the nurse, offer help, and explain the correct procedure.
• d) Immediately report the nurse to their supervisor without speaking to them first. Answer: c) Privately and respectfully approach the nurse, offer help, and explain the correct procedure.

28. Why is self-awareness important in managing interprofessional conflicts?

• a) It allows you to prove you are more self-aware than others.
• b) It helps you understand your own conflict style, triggers, and biases.
• c) It is not important; the focus should be on the other person’s flaws.
• d) It ensures you will always win the argument. Answer: b) It helps you understand your own conflict style, triggers, and biases.

29. The use of “I” statements (e.g., “I am concerned because…”) instead of “You” statements (e.g., “You did this wrong…”) is a technique for:

• a) Asserting dominance.
• b) Making the conflict sound less serious than it is.
• c) Reducing defensiveness and focusing the conversation on the issue.
• d) Avoiding responsibility for your feelings. Answer: c) Reducing defensiveness and focusing the conversation on the issue.

30. Which of the following is a barrier to effective interprofessional collaboration?

• a) Mutual respect and trust.
• b) Clear communication channels.
• c) Professional silos and stereotypes.
• d) A shared focus on patient safety. Answer: c) Professional silos and stereotypes.

31. The “compromising” conflict style involves:

• a) One party winning and the other losing.
• b) Both parties giving up something to find a middle ground.
• c) Ignoring the problem until it goes away.
• d) Working together to find a solution that fully satisfies everyone. Answer: b) Both parties giving up something to find a middle ground.

32. A pharmacist-led in-service presentation for medical and nursing staff is an example of:

• a) Overstepping professional boundaries.
• b) A proactive strategy to educate and prevent medication-related conflicts or errors.
• c) An activity that has no impact on team dynamics.
• d) A task that should only be performed by physicians. Answer: b) A proactive strategy to educate and prevent medication-related conflicts or errors.

33. What does it mean to separate the person from the problem during a conflict?

• a) To ignore the other person’s feelings completely.
• b) To attack the issue at hand, not the character or intentions of the team member.
• c) To physically remove the other person from the room.
• d) To decide the problem is entirely the other person’s fault. Answer: b) To attack the issue at hand, not the character or intentions of the team member.

34. A key skill in managing microaggressions in a team setting is to:

• a) Ignore them and hope they stop.
• b) Address them in a way that opens a dialogue without escalating hostility.
• c) Respond with a microaggression of your own.
• d) Immediately file a formal complaint without any direct communication. Answer: b) Address them in a way that opens a dialogue without escalating hostility.

35. If a conflict between two team members is severe and cannot be resolved between them, what is the appropriate next step?

• a) Ask the rest of the team to vote on who is right.
• b) Involve a neutral third party, such as a team leader or manager.
• c) Both individuals should quit.
• d) The person with less seniority should automatically apologize. Answer: b) Involve a neutral third party, such as a team leader or manager.

36. A “Just Culture” in a healthcare setting helps manage conflict and errors by:

• a) Punishing every error, regardless of cause.
• b) Focusing on system issues that lead to errors, rather than individual blame, while still holding individuals accountable for reckless behavior.
• c) Ignoring all errors to avoid making staff feel bad.
• d) Rewarding the person who reports the most errors made by others. Answer: b) Focusing on system issues that lead to errors, rather than individual blame, while still holding individuals accountable for reckless behavior.

37. When a pharmacist makes a recommendation during rounds, they should be prepared to:

• a) Become angry if questioned.
• b) Provide the evidence and rationale for their recommendation.
• c) State that their recommendation is not up for discussion.
• d) Withdraw the recommendation if anyone disagrees. Answer: b) Provide the evidence and rationale for their recommendation.

38. The goal of interprofessional collaboration is to:

• a) Make the pharmacist’s job easier.
• b) Ensure all team members do the exact same tasks.
• c) Provide comprehensive, safe, and effective patient-centered care.
• d) Reduce the number of staff needed. Answer: c) Provide comprehensive, safe, and effective patient-centered care.

39. A source of conflict can arise from different interpretations of evidence. The best way to address this is to:

• a) Insist that your interpretation is the only valid one.
• b) Jointly review and critically appraise the primary literature together.
• c) Find a less credible source that supports your view.
• d) Avoid using evidence in decision-making. Answer: b) Jointly review and critically appraise the primary literature together.

40. What is a “team debriefing team assignment” likely designed to assess?

• a) A team’s ability to identify a single person to blame.
• b) A team’s ability to collectively reflect on their teamwork and processes.
• c) Each individual’s writing skills.
• d) A team’s ability to ignore problems. Answer: b) A team’s ability to collectively reflect on their teamwork and processes.

41. An effective team leader facilitates conflict resolution by:

• a) Taking sides immediately.
• b) Encouraging open communication and maintaining a focus on the team’s goals.
• c) Ignoring the conflict and hoping it resolves itself.
• d) Firing anyone involved in a disagreement. Answer: b) Encouraging open communication and maintaining a focus on the team’s goals.

42. Why is documenting interprofessional communications, like a pharmacist’s recommendation in the EHR, important?

• a) To create a “paper trail” to use against other professionals.
• b) To ensure clarity, accountability, and continuity of care, which can prevent future conflicts.
• c) It is not important and is a waste of time.
• d) To show how much work the pharmacist is doing. Answer: b) To ensure clarity, accountability, and continuity of care, which can prevent future conflicts.

43. The “difficult conversations” module in the PPD curriculum emphasizes that the goal is not to eliminate conflict but to:

• a) Become better at handling it when it arises.
• b) Win every argument you have.
• c) Learn how to avoid all difficult topics.
• d) Prove your intellectual superiority. Answer: a) Become better at handling it when it arises.

44. A patient’s family is questioning the care plan. The team should:

• a) View the family as an adversary.
• b) Exclude the family from all future discussions.
• c) Engage the family respectfully, listen to their concerns, and explain the rationale for the care plan.
• d) Tell the family they are not allowed to ask questions. Answer: c) Engage the family respectfully, listen to their concerns, and explain the rationale for the care plan.

45. Differences in professional jargon and terminology can lead to conflict. A good strategy to mitigate this is:

• a) Using the most complex terms possible to show your expertise.
• b) Avoiding communication with professionals from other disciplines.
• c) Using clear, plain language and asking for clarification when you don’t understand a term.
• d) Assuming everyone knows the same acronyms you do. Answer: c) Using clear, plain language and asking for clarification when you don’t understand a term.

46. A peer evaluation where you must provide feedback to your teammates is a tool to practice:

• a) How to criticize others harshly.
• b) Giving and receiving constructive feedback in a low-stakes environment.
• c) How to rank your friends highest.
• d) A meaningless academic exercise. Answer: b) Giving and receiving constructive feedback in a low-stakes environment.

47. A conflict arises over workload distribution. The most collaborative approach is to:

• a) Secretly do less work and hope no one notices.
• b) Complain that you are doing more than everyone else.
• c) Have an open team discussion to review tasks and redistribute them equitably.
• d) Refuse to do any tasks until the issue is resolved. Answer: c) Have an open team discussion to review tasks and redistribute them equitably.

48. In the context of the pharmacists’ patient care process (PPCP), interprofessional collaboration is most critical in which step?

• a) Collect
• b) Assess
• c) Plan and Implement
• d) All of the above Answer: d) All of the above

49. A pharmacist feels their professional opinion is not being respected by the team. This is an example of a conflict arising from:

• a) Lack of resources.
• b) Personal chemistry.
• c) Perceived status and hierarchy.
• d) Poor clinical skills. Answer: c) Perceived status and hierarchy.

50. The ultimate reason to effectively manage interprofessional conflict in healthcare is to:

• a) Make the hospital a more pleasant place to work.
• b) Prevent lawsuits.
• c) Ensure patient safety and optimize health outcomes.
• d) Get a better performance review. Answer: c) Ensure patient safety and optimize health outcomes.