Their stated position was to reserve the treatment room every morning.

The underlying interest was safe, predictable wound care.

A shared discharge target was an incentive to coordinate the room.

The charge nurse was under pressure from both clinical services.

The wording gave each service a face-saving way to change its request.

The schedule affected bed flow across the hospital.

The proposal clarified specialty ownership without blaming either team.

Equity of access required both services to keep a workable slot.