September 2007

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The Joy of Conflict Resolution

All teams have conflict. Extraordinary teams, however, deal with conflict in a beneficial manner. They recognize conflict is not only a way to ensure issues are dealt with at the core, they also know that constructive interaction creates new and improved ways of doing things.

Some people deal with conflict by competing to have their opinions heard, while others accommodate stronger individuals by withdrawing or simply avoiding the conflict altogether. Sweeping issues under the rug does not get rid of them though. Issues repeatedly come to the surface until they are effectively dealt with and resolved. Left unresolved, harsh thoughts and hurt feelings can destroy any chance of having a collaborative team.

If you are a leader in your practice, don’t make the mistake of thinking your role is to listen to employees’ complaints and then rush in with solutions. When you speak for the employees, it robs them of the opportunity to solve their own issues. When you coach your employees you empower them to not only deal with the issues themselves, but to build better relationships with those they are in conflict with. Also, as soon as a third party becomes involved, tense situations tend to escalate.

Coach your team members on how to think situations through and determine the best course of action. By not becoming involved prematurely, you give your people the chance to grow.

Keep the following in mind regarding conflict:

• Open, honest communication is the best way to deal with difficult situations.
  
  
• There are times when you won’t change each other’s opinions, but you will better understand that person. It’s O.K. to agree to disagree.
  
  
• We all know people we find difficult, but that doesn’t mean we can’t have a productive relationship with them.
  
  
• Our past experiences create beliefs that impact us forever. When issues arise, it’s because our blueprint doesn’t match the other individuals. If you work together, or want to be in a relationship with that individual, it’s worth sitting down and seeing how you can reach agreement.
  
  
• When challenged find something positive about the other person. When you focus on finding strengths, you may discover the good outweighs the bad, making it easier to get along.
  
  
• Recognize your own annoying habits that may bother other people, and then do something about them.
  
  
• Don’t gossip. Gossiping doesn’t solve anything. Instead it creates negative feelings and deeper rifts. The energy we expend destroying someone’s character would be better used working on our own lives.
  
  
• Yelling at or ‘punishing’ people will increase their anxiety and may cause them to avoid you or fight back.
  
  
• Collaborative problem solving asks questions and gets feedback on issues and ideas – and then uses that information appropriately.
  
  
• Employees that lack clarity around roles and responsibilities are more likely to bicker and complain. Comprehensive job descriptions and task lists provide clarity as to who is responsible for what. At the same time, a truly effective team supports each other by stepping in and helping out wherever and whenever possible.
  
  
• “Accept the things you cannot change, change those things you can, and have the wisdom to know the difference.” All we can change is ourselves… our attitude and our behavior.

The more you are able to get people excited about the direction your practice is headed, the more they will psychologically “buy-into” it. And, if they are excited about working in your practice because of all the great initiatives happening, you’ve minimized the potential for conflict.

Points to Ponder:

• Do you try to understand the other person’s side of the situation? This doesn’t mean you have to agree with them, just that you understand they have an opinion that may be different than yours.
  
  
• Do you immediately involve others when an issue arises? Or do you first try to deal directly and discreetly with the individual in question?
  
  
• Do you find it necessary to be right, thereby proving other’s wrong?
  
  
• Do you focus on the issue rather than the personality?
  
  
• Do you strive to collaboratively find a solution to solve differences?
  

Our next PracticeProsperity newsletter will address what to do when employees leave the practice.

About the Author

CoraMarie Clark, BSDH MBA is recognized as a highly effective dental practice strategist. She works with dentists that want to optimize their potential both personally and professionally. Her collaborative approach has helped teams develop dynamic competitive strategies and achieve high impact sustainable results.

If you would like to explore the possibility of having CoraMarie work with your Dental Practice or speak for your Association or Group, contact us today.

CoraMarie Clark
phone 403.686.6136
email coramarie@strategix-ltd.com
web strategix-ltd.com

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