The Quality of Communication in the Scenario
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. It was displaying confirmation icons for scheduled patients, but a few patients called to confirm their appointments on their own. 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 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?
The Quality of Communication in the Scenario
The quality of communication in the scenario is poor. There are several indicators of this:
Lack of active listening: The coordinator ignores the direct statements of the staff and fails to address their concerns. This shows a lack of active listening and valuing the input of team members.
Emotional response: The receptionist becomes emotional and states that the current plan is not right. This suggests that there has been a breakdown in communication and understanding between the staff and the coordinator.
Lack of follow-up: The receptionist reports suspicions about the patient contact software, but nothing is checked or investigated by management. This indicates a lack of responsiveness and follow-up in communication.
Lack of collaboration: The coordinator suggests studying patient demographics to find patterns without fully considering or involving the input of the team members. This shows a lack of collaboration and inclusivity in decision-making.
Overall, the communication in the scenario is characterized by a lack of active listening, emotional responses, and a failure to address concerns and follow up on issues raised by team members.
Type of Conflict Illustrated in the Scenario
The conflict illustrated in the scenario can be classified as an interpersonal conflict. It arises from differences in opinions, perspectives, and feelings between team members. The receptionist who becomes emotional expresses disagreement with the coordinator’s plan, indicating a clash of viewpoints. Additionally, the lack of follow-up on suspicions about the patient contact software further exacerbates this conflict.
Impact of Defensive Climate on Collaboration and Communication
The defensive climate created by the conflict will have a negative impact on the team members’ ability to collaborate and communicate effectively in the future. A defensive climate is characterized by defensiveness, mistrust, and a lack of psychological safety. In such an environment, team members may become reluctant to share their ideas and concerns openly for fear of judgment or reprisal.
This defensive climate will hinder collaboration as team members may withhold valuable input and innovative ideas. It will also impede effective communication as individuals may feel unheard or dismissed, leading to further breakdowns in understanding and cooperation.
Strategies to Resolve Conflict and Create a Supportive Climate
To resolve the conflict between team members and create a supportive climate, the manager can employ the following strategies:
Facilitate open dialogue: Encourage all team members to express their thoughts and concerns openly without fear of judgment. Actively listen to their perspectives and validate their input.
Foster empathy: Encourage team members to understand and empathize with each other’s viewpoints. This can help create a sense of common understanding and promote collaboration.
Promote problem-solving: Encourage the team to focus on finding solutions rather than dwelling on the conflict itself. Facilitate brainstorming sessions where everyone’s ideas are valued.
Establish clear communication channels: Develop effective communication channels that allow for timely feedback, follow-up, and issue resolution. Ensure that team members feel heard and supported.
Strategies for Improving Communication and Collaboration
To improve communication and collaboration between team members in the future, the manager can implement the following strategies:
Enhance active listening skills: Provide training or resources to help team members develop active listening skills. This will encourage them to fully understand each other’s perspectives and foster better communication.
Encourage regular feedback: Establish a culture of regular feedback where team members can provide constructive criticism and suggestions for improvement. This will promote open communication and growth.
Foster a culture of psychological safety: Create an environment where team members feel safe to voice their opinions, ask questions, and share their concerns without fear of negative consequences.
Promote teamwork and shared goals: Encourage team members to work collaboratively towards common goals. Foster a sense of camaraderie and shared responsibility to enhance teamwork and collaboration.
Measuring Team Performance
To measure the performance of the team, the manager can use several strategies:
Set clear objectives: Define specific objectives and goals for the team that align with the organization’s overall mission and vision.
Track progress: Regularly monitor and track the team’s progress towards meeting these objectives. Use key performance indicators (KPIs) to assess performance.
Provide regular feedback: Offer constructive feedback to individual team members on their performance, highlighting areas of improvement and recognizing achievements.
Conduct performance reviews: Conduct periodic performance reviews to evaluate the team’s overall performance against set objectives. Use these reviews as an opportunity for reflection, learning, and growth.
By implementing these strategies, the manager can effectively measure the team’s progress and ensure they are meeting their objectives while fostering a supportive climate for collaboration and communication.