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Whether it's two people working together or a team of people, conflicts can arise. The highly-effective team often produces a better res

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

ult when everyone is willing to engage in constructive conflict on the work itself.

Even if trust exists and team members are willing t

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

Examples of combination products may in

engage in constructive conflict, some people will naturally try to avoid conflict at all costs. Others will try to avoid emotionally ch

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

rged conversations. It’s useful for team members to fill out a DISC profile, voluntarily share their in-depth DISC reports with the team

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

to surface these issues, and look for ways in which the team will encourage all members to participate productively. Let’s look at an ex

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

Combination pro

mple of how sharing their DISC profiles helped Jack and Marsha in a work situation.

In this case, Jack assisted Marsha on a series of p

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

rojects for which she was responsible. Jack has boundless energy, enjoys taking action and getting things done. Marsha is easygoing, enj

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

ys working steadily, and doesn’t like sudden change. Whenever Jack had an idea, he’d thrust the idea on Marsha, try to get immediate fee

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

back, and if it was approved Jack would launch right into it. This approach drove Marsha nuts, but she tried to avoid conflict and somet

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

mes said yes under pressure but reversed her decision later. Periodically, Marsha would get frustrated and blow up at Jack for reasons J

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

ck couldn’t relate to.

Jack and Marsha each took a DISC profile and used a tool to build a comparison graph of their results. The graph

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

Following aspects would a

showed both Jack and Marsha have high standards (high Conscientiousness), but the other three dimensions (Dominance, I

dd to the challenges in developing combination products:

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

/b>nfluence, Steadiness) are opposites and the Dominance dimensions are polar opposites. Marsha realized that Jack’s high D, her

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

ow D, and her indirect way of handling a high D was causing a problem. After they talked about it, Jack was able to redirect much of his

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

high Dominance behavior and stretch his Steadiness behavior. He struggled to stretch his Influence behavior, but that gap didn’t seem to

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

bother Marsha as much. Marsha was also able to approach Jack more in his preferred style. Because Jack and Marsha gained insights into t

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

Professional from academic institutions, pharmaceutical industries, health care indust

heir own and each other’s behavior they were able to work out effective strategies for working together. Additionally, Jack took a liste

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

ing profile and learned that his least used listening approach was the one that Marsha needed Jack to apply. Jack continues to redirect

.

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

his D, stretch his S and stretch his listening style to accom

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

Companies that provide selfless information through particip

odate Marsha which has lead to improved communication, less frustration and conflict, and a performance improvement from their team work

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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E-Folder - Jack and Marsha - Constructive Conflict in Highly-Effective Teams

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