The Practicon Viewpoint by Ann Page Griffin

FIVE SOURCES OF TEAM CONFLICTS

Let’s face it—every minute of every day is not a bed of roses among most work teams, no matter how diligently the leader of the organization tries to facilitate peace and cooperation. Realistic assessment of factors that can exacerbate contention between teammates can help you eliminate problems.

Consider the following points and decide if any sound like problems in your office. If so, discuss the problem with those involved, or, if necessary, seek professional help in resolving conflicts. If not, congratulations—yours is an unusual team.

• Value differences in individuals can be a source of conflict within a work team. Variations in background, life experience, education, age, and so forth can be a strength or a hindrance. Group counseling with a professional may be necessary to bring about better understanding of one another and why values are different.
• A key source of conflict within a team may be personality differences that are ignored until they become disruptive, rather than being analyzed and perceived as a source of positive group dynamics. An effective work team must understand that various styles and personalities make the team stronger, not weaker. Suggestion: hire an experienced counselor fluent in the administration of personality inventories to work with your team. Either the Meyers Briggs or the Disc instruments are particularly useful with dental teams. For years, I have seen dental teams heal and coalesce as a result of analysis of personalities followed by clear explanations of one another’s tendencies and styles. Bottom line: if I understand what aspect of your personality makes you act as you act or say what you say, while I may not applaud or agree, I can accept and move on to cooperate with you without hurt feelings or outright conflict.
• Team members are unclear and therefore at cross-purposes about the practice’s mission, goals, and absolute commitment to care for patients with world-class, extra-mile service. It is up to the dentist/leader to clarify, articulate, and emphasize these important areas.
• Conflicts over job status or unfair administration of compensation may flare from time to time. Consider several ideas to avoid such problems. Use of the term coordinator rather than manager for the leaders of the business area, the clinical area, or the overall practice describes the role and eliminates the concept of boss among staff peers. From Day 1 of employment, all staff should be instructed in the importance of maintaining confidentiality about their compensation package (wages and benefits). Additionally, compensation should be administered fairly, according to training necessary for the position, experience, skill level, work output, efforts toward teamwork, and general attitude of each individual.
• Poor communication from the dentist/leader to all staff members can cause misunderstandings and conflicts. Also, poor communication between staff members, particularly “front” to “back” and vice versa generates problems. Communications can be strengthened by more frequent team meetings, including regular monthly meetings, morning huddles, and area meetings in which business staff meet together while clinical staff meet together to address their particular work processes.