Professionalism Can Be Difficult To Maintain During Interpre

Professionalism Can Be Difficult To Maintain During Interpersonal Comm

Professionalism can be difficult to maintain during interpersonal communication that involves a major conflict. The ability to manage the conflict and continually work to improve team communication and collaboration is a valuable skill for all health care managers. Consider the following scenario: The patient access staff at an internal medicine practice are discussing a significant trend of no-show and cancellation appointments. One receptionist stated that she was told by the coordinator to never schedule patients who call for same-day appointments unless it is an emergency, such as medication reactions, so patients would value their appointments and discourage them from not showing up or canceling.

The coordinator also indicated that the change was approved by the CEO. A receptionist became emotional and stated, "This is not right. We are here to help patients. Your plan does not seem to be working, and I think we should try something else." The coordinator then asked the staff how the patient recall list and the confirmation of appointments were managed. At this point, another receptionist indicated she thought the patient contact software was not working correctly. She said, "We need to do something about this now and stop talking about it. I reported my suspicion several times to management, but nothing was checked. I think patients calling to confirm their appointments is proof that the software does not work correctly." The coordinator continued to ignore the direct statements of the staff. Instead, she suggested she would study the relationship between patient gender, age, payer, and the date appointments were set to determine if there were any patterns.

"It's about time you become involved in the solution," a scheduler said. "Okay," the coordinator said, "I am trying to solve this dilemma. We will accomplish nothing by complaining." The first receptionist replied, "We will never solve the problem if you do not process our input." The coordinator smiled politely and nodded in agreement. In addition, everyone agreed that the data she would study could be helpful as a starting point.

The coordinator further indicated she would have IT investigate issues with the patient contact software. A few days later, the coordinator met with all the staff and shared her findings. Her finding revealed there was no relationship between date scheduled and cancelled appointments or no-shows. She also indicated that IT found 893 patient portal messages unopened. The messages included requests to reschedule and text replies to cancel. The group developed a consensus to follow the original scheduling protocol, which was patients are scheduled on a first-call basis and the artificial barrier of two weeks was terminated. The coordinator accepted responsibility for the lack of follow-up on patient messages, but then assigned another scheduler the daily task of checking and responding to messages.

The coordinator thanked everyone for their feedback, ideas, and support. She quipped, "emotions are okay. Passion should be evident in all of us every day." Write a 350- to 700-word paper in which you: Describe the quality of communication in the scenario. Describe the type of conflict illustrated in the scenario. Explain how the defensive climate created by the conflict will affect the team members' ability to collaborate and communicate in the future.

Identify strategies the manager could use to resolve the conflict between the team members to create a supportive climate again. Identify strategies the manager could use for improving communication and collaboration between the team members in the future. Explain how the manager can measure the performance of the team. How can he or she determine if they are progressing or meeting their objectives? Cite your resources according to APA guidelines.

Paper For Above instruction

The scenario presented illustrates complex dynamics of workplace communication within a healthcare setting, emphasizing the importance of professionalism and effective conflict resolution. The overall quality of communication among staff members appears strained and reactive, characterized by emotional responses, acknowledgment of unaddressed issues, and a lack of open dialogue. The initial exchanges reveal defensiveness, as staff members feel unheard and undervalued, often responding with frustration or suspicion towards management decisions and technological shortcomings. This indicates a communication climate lacking openness, trust, and respect, which are vital components of effective interpersonal exchanges in a professional environment.

The type of conflict exemplified in this scenario predominantly reflects a procedural and relational conflict. Procedural conflict arises from disagreements over policies, such as the new scheduling protocol and software issues, while relational conflict is evidenced by emotional reactions and perceived disrespect among staff members. The receptionist’s emotional outburst and suspicion about management’s intentions further highlight underlying relational tensions stemming from perceived lack of support or acknowledgment. The conflict is escalated by miscommunications and the absence of effective listening, fostering a defensive climate where team members question each other's motives, competence, and commitment.

The defensive climate generated by these conflicts profoundly impacts team collaboration and future communication. When team members feel defensive, they are less likely to share honest feedback, collaborate openly, or participate constructively in problem-solving processes. Fear of criticism or being ignored can lead to withdrawal, reduced engagement, and a reluctance to voice concerns—further degenerating team cohesion. Such an environment inhibits trust and increases dysfunction, which impairs the team’s ability to address ongoing challenges effectively. If unaddressed, this defensive climate risks undermining overall patient care quality, as staff collaboration is critical for seamless healthcare delivery.

To resolve this conflict and foster a supportive climate, the manager must adopt strategic approaches rooted in emotional intelligence and participative leadership. First, conducting facilitated dialogue sessions could help team members express their concerns and feelings in a safe, structured environment, promoting mutual understanding and empathy. Active listening techniques and validation of individual perspectives are essential in de-escalating emotional tensions and demonstrating respect. Second, establishing clear communication protocols and involving staff in decision-making processes regarding scheduling policies and technology use can reinforce a sense of ownership and collaboration. Recognizing and addressing emotional undercurrents through team-building activities and conflict resolution training can rebuild trust and mutual respect.

Furthermore, for ongoing communication improvement, the manager should implement regular feedback mechanisms, such as team meetings, anonymous surveys, or one-on-one check-ins. These methods allow staff to voice concerns proactively and foster an environment of continuous improvement. Promoting a culture of openness—where mistakes are seen as learning opportunities—will encourage honest dialogue and accountability. Employing shared goals and emphasizing team achievements can align members’ efforts toward common objectives, strengthening collective commitment.

Performance measurement of the team can be achieved through both qualitative and quantitative indicators. Quantitative metrics include appointment no-show rates, patient satisfaction scores, message responsiveness times, and compliance with protocols. Qualitative assessments involve peer reviews, self-assessment, and patient feedback, which provide insights into team dynamics, communication effectiveness, and professionalism. Regular performance reviews coupled with data analysis help the manager identify trends, gauge progress, and adjust strategies as necessary. Benchmarking against industry standards or best practices further ensures continuous developmental focus and accountability.

In conclusion, effective communication and conflict management are critical in fostering a productive healthcare team. By understanding the nature of conflicts, recognizing the impact of defensive climates, and employing strategic interventions, healthcare managers can build resilient, collaborative teams diligently committed to excellent patient care. Commitment to ongoing evaluation and open dialogue remains essential in sustaining a positive work environment conducive to professional growth and high performance.

References

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