tements alone don’t work in resolving disagreements because they don’t address the two factors that start arguments: inaccurate and/or incomplete information. So the key is to address these two factors.
Additionally, you need to hold the line on getting defensive, counterattacking, leaving the field or changing
the subject.
Of several possible ways to curtail and resolve conflict, one most effective is a process I call Data Gathering. Not a touchy-feely approach, Data Gathering is a practical method to both defuse anger and begin to resolve an issue. Here’s the abbreviated version:
Step
1) Only ask questionsgather datalisten. Just try to see how the physician views the situation. Don’t respond with your view (prevents getting defensive, counterattacking, etc.). Only clarify, if necessary.
Step
2) After you feel you understand how the physician ticks about the issue, ask Is there anything else you think I need to know about this? At her conclusion, say you’ll give the matter more thought. This allows the physician to feel she’s been heard, with her points taken seriously enough by you to devote your added consideration. We all want our day in court. This serves that important purpose and cools things down.
Step
3) At the next meeting, thank the physician for her ideas and propose a solution. Again, use mostly questions, not statements, to respond to any objections. Using this process, a mutually agreed resolution will most likely bubble up in time, with a fight or power struggle avoided.
For more information:
corp-psych-mgmt.com/healthcare-industry-consulting.htm About the author:
Marshall Colt, Ph.D. is Managing Principal of Corporate Psychological Management, LLC (
corp-psych-mgmt.com/). Dr. Colt is a widely-respected, fellowship-trained, applied behavioral scientist and award-winning consultant. Elected a Fellow in the Alliance of Professional Consultants, he is an expert in
Leadership development and organizational improvement.
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