Representing a significant source of stress in any workplace, conflict can be particularly troublesome in the oncology field, where pressures already run high. It is important to remember, however, that conflict is natural, inevitable, and if handled well, can be constructive for those involved, according to Helen Meldrum, MEd, EdD, who discussed disputes among colleagues and how best to defuse such situations.
“We need skills to keep things from escalating,” Dr Meldrum said.
Citing surveys of employees in various workplace environments, Dr Meldrum said 64% of workers reported experiencing a toxic personality in their current place of employment, and 94% stated they had worked with such an individual at some point in their careers. In a hospital setting, 91% of nurses reported having experienced verbal abuse. When one considers such statistics, paired with the knowledge that negative interactions affect mood 5 times more strongly than positive ones, it becomes no wonder that workplace conflicts exist.
“I think we’ve all felt the effect of backstabbing, not feeling safe, not feeling we have the ability to speak up,” Dr Meldrum said.
Although conflict in the workplace is unavoidable, the ways in which it is handled make all the difference in determining the outcome. Unconscious patterns can contribute to interpersonal issues, according to Dr Meldrum.
“Without taking the time to think about it consciously, we often create undesirable repetitive patterns,” she said.
For example, a vicious cycle can emerge from those who apply pressure in an effort for their ideas and opinions to be accepted. The pushing can result in others feeling threatened and putting up an internal wall against the ideas and opinions. The resistant individuals may then withdraw into an unresponsive state, which results in the pressuring party applying more of the same to break through that resistance. Another cyclical pattern stems from those who are not good at delegating tasks, because they believe others do not have the energy, drive, or commitment to match their own. Therefore, without realizing it, such individuals communicate mistrust of others’ work ethics, resulting in the others feeling undervalued, mistrusted, and unappreciated. These others often respond by withholding their energy, commitment, and full potential, bringing the ineffective process full circle.
Adding to these dynamics is that oncology clinicians can often feel uncomfortable, edgy, and embarrassed, thereby possibly coming across to others as cold, insensitive, and brutal, Dr Meldrum said. Compassion fatigue and burnout also contribute to conflict, she added.
Traits among healthcare providers can be determinants of success or failure, also determining how they will fare in relationships with their colleagues. A clinician can be equipped for success by:
- Having a positive attitude
- Staying focused on the patient
- Maintaining high energy
- Embracing challenge and remaining flexible
- Allowing others to be right.
Conversely, setting oneself up to flounder or fail involves:
- Being depressed and feeling angry or stuck in a job
- Needing a lot of attention
- Being overly laid back
- Needing order and predictability
- Having to always be right.
Just as personalities differ, each person has their own style when it comes to contending with conflict. These consist of avoidance, accommodation, competition, compromise, and collaboration. Whatever one’s style, skills are necessary to defuse conflicts before they have a chance to escalate. These involve reflection, deflection, inquiry, feedback, and deferral.
Active, reflective listening is a key component of effective communication that involves determining whether the speaker is mad, sad, glad, scared, or any other mix of emotions. Such listening moves away from a reactive stance and into one of understanding. Active listening never involves judging, advising, quizzing, or placating the speaker, Dr Meldrum said.
An empathic, reflective response is one that helps to create a feeling of alignment with an individual, showing understanding and genuine care.
“Match it and they tell you more; miss it with the judging, advising, quizzing, and placating, and you’ll never find out,” she said.
Deferral is an important skill to master, necessary in situations where one may be in danger.
“You’re always going to want to have a line ready if they’re more than angry and clinical symptoms are present,” Dr Meldrum advised.
In dealing with workplace conflicts, a mnemonic device can prove helpful when in the midst of a heated moment. Dr Meldrum shared with attendees the following acronym:
- C – Clearly describe the issue
- L – Listen, using the active listening techniques described
- E – Express emotion
- A – Assert your opinion in a clear, calm manner
- R – Communicate the results expected in a positive way.
