Eyeworld

by Tomás Garza Constructive confrontation in your practice: Three things to keep in mind T o successfully navigate conflict, managers must be able to confront team members in a positive, pro- ductive manner. Whatever the situation, whether two people are actively quarreling or whether one person's behavior is impacting the entire work culture, a manager must be able to step in, take charge and do so in a way that does not contribute to the drama. How, then, do you construc- tively confront team members? How do you get your point across and preserve team chemistry? For any manager, these conver- sations can be crucial. Ongoing conflict and drama can have a ripple effect on everyone, and the last thing any practice needs is a dip in morale. Assuming this is not a situa- tion that calls for firing, there is a great deal a manager can do to help resolve the problem, be firm and preserve group harmony. In having these conversations, here are three things to keep in mind: 1. Use non-accusatory language. For many of us, it is tempting to place blame and pin an entire prob- lem directly on someone else. After all, aren't they the ones causing the disturbance in the first place? A constructive solution, despite our first impressions, involves shelving the urge to blame and taking a step back. How you phrase things here makes all the difference. You can make the conversation productive by focusing the language on you. For example, you can say, "I noticed you missed the last two staff meet- ings," or "The other day I overheard your comments about a patient." The alternative would look like this: "You missed the last two staff meet- ings," or "You made those com- ments about a patient." One statement talks about your observa- tions, what you saw, noticed, or heard. The other puts everything squarely on them. This may seem subtle, just a matter of semantics, but in construc- tive confrontation your word choice matters. When you talk about your observations, people naturally feel less defensive. When people do not have their guard up, you will be able to get more accomplished. 2. Be clear. As a manager attempting to put a stop to harmful behavior, you must be clear in this conversation. Your group cannot afford any mixed messages. Therefore, be as clear as you can about the following: • What you heard or saw Make sure there are no ambigui- ties here. If you didn't experience any of the events first-hand, be sure you have gathered sufficient information. The person you are talking to needs to know exactly what it is they are doing that damages your group chemistry. • How this impacts the group Often people do not intend any sabotage, but their behavior may, nonetheless, have a detrimental impact. It is perfectly fine to be direct about this impact; often the person really needs to hear it. • Your expectations If you don't clearly state your expectations for future behavior, this conversation will be a waste of your time. Unclear expectations create needless confusion and can lead to future problems. As a manager, you must say what you expect. Luckily, this can be done in a non-accusatory manner that strengthens the group rather than pulls it apart. 3. Listen. A conversation—even one you must have with an employee about their behavior—is just that, a conversa- tion. This means it involves two people. Although you will need to come into the dialogue with an agenda and get your point across, the process will be infinitely more productive if you give the other person a chance to speak and, more importantly, to be heard. This means you must take the opportunity to listen. When the other person speaks and feels you have heard them, their tension level goes down. Defensive posturing that might otherwise stand in your way will disappear. The person may even feel grateful that you heard them out and appre- ciated. This can be crucial to main- taining group harmony. Provided you take the opportunity to clearly state your expectations, there is absolutely nothing to lose in taking a moment and listening. Also, if you listen attentively enough, the other person may offer suggestions or solutions you hadn't considered. You will never know unless they get an opportunity to speak, too. Consider these three suggestions the next time you have to confront someone in your practice. In most situations, you can preserve group harmony, show respect and appreci- ation for the other person, and be sure you have clearly stated your expectations. It is indeed possible to become a pro at constructive con- frontation. Do it and your practice will benefit. EW EW Ophthalmology Business June 2014 57 Mr. Garza is a conflict resolution and personal development expert with more than 12 years of experience. He can be contacted at tomas@garzainitiative.com or 541-230-4477. About the author digital.ophthalmologybusiness.org 56-57 OB_EW June 2014-DL_Layout 1 6/3/14 12:42 PM Page 57

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