Advice You - Business

The stereotype that conflict is always detrimental is coming under attack from many researchers. There is a growing school of thought that conflict can stimulate an energetic and dynamic working environment that shakes apa

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

thy and compliancy to its core. However, there is an equally vocal group that finds conflict is always dysfunctional and its consequences can far outweigh any potential benefits.

Conflict can effect radical change. In ma

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

y organizations when radical change is necessary to fight stagnation and apathy, managers deliberately introduce conflict to raise the intensity of a group. New ideas and concepts can come from this intense level of activi

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

ty. But, arguably, these ideas can just as easily come from cohesive group activity that is orchestrated by responsible managers. The truth is that radical change can come from a variety of methods, conflict being one of

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

hem. But the risks of conflict may make this a risky undertaking.

The consequences of conflict can kill a vital workforce because of the human element that defines a work group. Hurt feelings and anger may sound like pet

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

ty complaints but as an active element of a work group, they can be fatal. Employee dissatisfaction leads to turnover, reduced productivity, and the potential for violence in the workplace. Given these risks, most manager

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

look for safer ways to stimulate workers.

Conflict can increase group cohesiveness. Work groups respond to outside threats and often bond and pool their resources to ward off threats to their group integrity. Managers c

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

an introduce conflict to bring a group together and create an “us or them” mentality. Individuals may feel a sense of connection with their co-workers and increased collaboration can result. The group becomes a single uni

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

whose primary goal is to meet expectations as a way of self-preservation. But is this a good thing? It is important to remember that this perceived threat is just that—perceived. Once group’s goals are met it frequently

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

becomes clear to group members that they have been manipulated and feel used for mercenary reasons. Also, the bonds that are formed are often not dissolved at the end of the mission. The roots of distrust for management

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

r skepticism in management objectives can sabotage future projects. Team building exercises and an empowering manager can just as effectively nurture group cohesiveness without subterfuge and manipulation. Alliances and bo

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

ds can be created through healthy ways that do not pit workers against each other. Research shows that these ties can often promote a high degree of worker satisfaction as personal goals match organizational goals.

Confli

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

ct can stimulate a higher degree of innovation. Because of the slightly higher level of tension, employees can work harder to find new and innovation solutions to problems. By virtue of the higher tension levels, group me

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

bers are more dynamic and motivated to find previously unknown ways of solving problems simply because of the increased level of ideas and sharing that occurs. Much like a “think tank” operates, members find a new openness

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

to bring ideas and thoughts to the table and answers are the outcome. But is introduced conflict the only way to increase the levels of tension? Indeed, many forms of “brainstorming” come from introducing healthy competi

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

ion to the group. Competition does not mean conflict. Contests, humorous team activity, and incentives can increase the level of tension without negative consequences. Employees relate that they feel like they are having

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

fun at work when tension is a positive force. Employees competing to find a better way to resolve a problem when the reward is a relatively minor incentive are not likely to be hostile to the winner. More serious competi

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

ion with significant rewards can still allow all group members to walk away feeling good as long as their individual contributions are acknowledged and appreciated by managers and members alike.

While there are different s

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

chools of though on conflict as a motivator, responsible managers know that conflict may be a risky “means to an end.” The potential for employee dissatisfaction and disillusionment can make a quick solution a costly one.

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

Most importantly, mangers need to look at the individuals that make up their workforce as individuals and not just a “cog in the machine.” Healthy team building is the key to problem solving—not manipulation and subterfuge

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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