BEYOND RESOLUTION – TRANSFORMING CONFLICT IN THE ORTHODONTIC PRACTICE (221 pages) E-BOOK
The goal of conflict resolution is to turn conflict into cooperation, emotion into reason, and hidden agendas into honest dialogue. This book was written to help orthodontists and orthodontic staff members examine the intricacies of coping with challenging and resolution-resistant conflicts. Some of the material is theoretical—the nature of conflicts and different processes to deal with them. Other material, which is more practical in nature, focuses on typical conflict situations and potential solutions.
Well-designed management systems contribute to a practice's profitability but do not ensure success. A weightier piece of the puzzle is the core level of communication and how conflict is handled and resolved.
This information on conflict resolution has been accumulated during my 46 years of consulting in orthodontic practices as well as tidbits of information gleaned from books, lectures, and the wisdom of my clients. I salute the orthodontists and staff who have gingerly walked this journey with me, for they have learned to clarify their position and intentions, to stay receptive regarding input from others, to maintain honesty and integrity, which allows trust to build, to celebrate differences, and to restore breakdowns in relationships.
The book aims to celebrate conflict, not squash it; to see conflict as creative opportunity, as the driving force in improving situations and relationships.
I learned years ago of the value of “witnessing” the world around me and realizing that I am in the audience observing an incredible and complex drama of human life. What a rich and vast playground from which to learn.”
There is a theory that conflict can be likened to an iceberg. When we look at a conflict, we know that most of the information is not immediately obvious or visible. Our job is to acknowledge what we know (what is above the surface) and then identify the underlying causes and issues. “As an example, one employee may be making an unreasonable number of mistakes. One could write it off to poor training or poor attitude or an inability to learn. But the underlying causes may include poor “morale, lack of proper systems, no accountability, no written procedures, poor quality from suppliers, unrealistic deadlines, or lack of clarity. Part of conflict resolution is to examine root causes below the surface.
One does not have to look far to find examples of conflict in an orthodontic practice:”
· Playing favorites – The doctor favoring one staff member or the staff/manager playing favorites
· The doctor disempowering the staff or some staff disempowering other members of the team
· Bossy staff members
· Staff and/ or the doctor coming in late”
· Someone not doing their fair share of the work or leaving at the stroke of 5:00 pm whether or not the work is completed
· Not treating patients/parents nicely
· Issues surrounding lack of trust
· Staff and doctors in a push/pull about increases in wages
· Office manager or other staff member dominating the control of the office and standing in the way of team development.
· Conflict between the front and back staff over how emergencies are scheduled
· Inappropriate dress or makeup by one staff member and the rest of the team are uncomfortable confronting her.
But there are some truths about conflict that should not be forgotten. Conflict is necessary for growth, it is persistent and unlikely to disappear, it is transformative, and it requires a “safe space” for resolution, and it requires commitment to results, not to being right. Starting on the journey to transform conflict, one should also remember that it is hard for people to hear what is wrong with them and easier for them to hear what is wrong with you, or what is at any rate vulnerable, or upset, or shaky in you. Watch carefully how you present your case.
Remember, conflict is the stuff of life. The basis is often feeling unimportant, not appreciated, or discounted. I invite the entire staff to methodically read the chapters in this book to gain an in-depth understanding of the most fruitful ways to communicate and then apply the techniques.
Table of Contents
Human Needs
Barriers to Conflict Resolution
Qualities that Inhibit or Contribute to Resolution
Understanding Ourselves
Understanding the Conflict
Relationships
Group Dynamics
Connectedness
Conflict Strategies
Collaborative Communication
Appropriate Assertiveness
Managing Emotions
Power
Third-Party Mediator
Self-Directed Team
Performance Reviews
Tools
In Closing