If you work in an optometric practice, one thing is certain: Mistakes, misinterpretations, or misunderstandings will, at some point, crop up and create conflict among staff members. Additionally, if unchecked, staff feuds or discontentment can fester, leading to the devastating long-lasting results of poor morale, inefficient productivity, absenteeism, a negative impact on patient care, and staff turnover. (See “Causes of Employee Conflict,” p.21.)

In an ideal world, an extensive employee handbook that includes a clear written policy of professional conduct and outlines a concise disciplinary course of action would both prevent and facilitate the resolution of conflict among staff. (See “Employee Handbook Items,” p.22) However, because the provocation of employee feuds is often broad and, therefore, not easy to identify and outline, I have found that it makes sense to have a protocol in place designed to resolve conflict among staff.

Here, I discuss this protocol.

1 ASSEMBLE ALL PARTIES INVOLVED

If one employee complains about another, it’s important to gather them together, with you as the mediator, and create an environment of open communication. If rumors are circulating, it’s easy to make assumptions about what is going on. Rather than assume, allow each person to air their issues, without fear of repercussions, to get a full understanding of both sides of the story.

2 ENCOURAGE LISTENING AND ACKNOWLEDGMENT

As the leader, the optometrist must demonstrate their undivided attention to each staff member in the dispute and set ground rules, such as no interruptions, defensive rebuttals, or angry backlash from the opposing staff member. To set the tone for this meeting, the OD should utilize positive body language, such as eye contact and nodding, to affirm they are hearing the complaints, and doing their best to understand the fundamental issue.

At this point, it’s critical to identify whether the issue is one of discrimination or harassment. According to the Equal Employment Opportunity Commission, it’s not the intent of the behavior, it’s how the behavior is perceived. If an employee proves disparate treatment from another staff member based on race, religion, age, or physical or mental handicap, the employer needs to document that, and have the responsible party sign the paper that they realize if this behavior repeats, it’s grounds for dismissal.

If the conflict is a matter of miscommunication, misinterpretation, mismatched personalities, competition, or a feeling of imbalanced workload, the optometrists should get a true read on what, exactly, is triggering the hostility between the employees.

For example, has a recent scheduling change or new piece of equipment created a higher stress environment?

Once the OD thinks they have ascertained the root of the problem, they should confirm it with the opposing parties to ensure everyone is on the same page.

3 VALIDATE EACH PERSON’S FEELINGS

When all parties agree on the nature of the problem, the optometrist should give credence to the feelings behind the conflict to show they are invested in facilitating its resolution. This shows staff that the OD genuinely cares, which can make the parties involved more amenable to arriving at a settlement. I recommend using empathetic words, such as “I can see where that might make you feel unseen.” Or, “I understand that must be frustrating.” Or, “I realize that could be hurtful.”

4 ENCOURAGE EMPLOYEES TO FIND A SOLUTION

Once each staff member feels heard and acknowledged, the optometrist should let them know that she cannot fix the problem for the staff members, but rather provide guidance, help structure the approach toward a solution, and facilitate the conversation. The OD should also let the staff members know that the optometrist has confidence in the staff’s abilities to come up with a satisfying remedy. I have found that delivering this message can ignite the initiative needed to put a mutually beneficial end to a conflict among staff.

If the employee banter escalates or the language becomes aggressive or disrespectful, it may be time for the optometrist to step in. If applicable, the OD can refer to the employee handbook for clearly stated office policies related to the conflict. If, however, the conflict is not related to any items spelled out in the employee handbook, but rather a personality conflict, I recommend the optometrist first state that the staff members don’t have to be “best friends,” but that they do have to respect each other, and learn to work cooperatively.

Next, I suggest the OD have each person identify a strength of the other employee. For example, perhaps, one employee is adroit at operating the pre-testing devices. Another example: Perhaps, one employee is skillful at patient documentation. I have found that, sometimes, reframing and drawing out a positive will help squelch the negative.

The optometrist can also consider some team-building exercises that are not work-related. Such an exercise doesn’t have to be expensive or even done outside the office.

For example, the OD can have the staff work together to gather a box of items to donate to a shelter or nursing home. Another idea: Staff can work together to redecorate the waiting room. I have seen that when co-workers engage in a non-work activity together, often their petty disagreements dwindle to the wayside.

Causes of Employee Conflict

Personality differences

Workplace behaviors noted by some co-workers as irritating

Unmet needs at work

Perceived inequities of assets

Unclarified roles

Competing job duties or poor implementation of a job description — for example, placing a nonsupervisory employee in an unofficial position of managing another employee

A systemic circumstance, such as a workforce slowdown, a merger or acquisition, or a decrease in force

Mistakes in organizational change and transition

Poor communication, including misunderstood statements and comments taken out of context.

Differences over work methods or goals, or differences in perspectives due to age, sex, or upbringing

Source: Society for Human Resources Management: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingworkplaceconflict.aspx Accessed February 14, 2023.

Employee Handbook Items

OFFICE POLICIES SHOULD BE CLEARLY STATED with little room for varied interpretation. If a staff conflict falls within a certain code of conduct, the OD can bring it to the immediate attention of the warring staff members. Additionally, the optometrist can remind the staff they are each accountable for their actions, and held to the same standards as everyone in the office. Further, the OD can say that if the guidelines aren’t adhered to, consequences (as outlined in the manual) will follow. Some items that should be addressed in an optometric office manual that can be triggers for staff conflict:

 

DRESS CODE. The dress code policy should give a clear understanding of what is acceptable workplace attire. To make it clear, I suggest including descriptions of appropriate hair, clothing, shoes, and including what is not appropriate, which may be tattoos, piercings, or graphic or political attire. It makes sense to think of any and all things that could ignite controversy. If it is stated in the manual, no employee will complain about how another staff member appears.

WORKPLACE ROMANCE. An employee dating policy should discourage workplace romance, but also identify when it is acceptable to entertain visits from romantic partners at the office.

CELL PHONE USE. A cell phone policy should clearly identify when an employee is allowed to use their phone for personal use during a workday. If it’s written down, there’s no discussion about when an employee can, for example, post to social media.

ATTENDANCE POLICY. A vacation, sick day, and tardiness policy should clearly state how to request time off, how vacation days are earned or accumulated, and the consequences for late arrivals without a valid excuse. In the time of COVID-19, the policy regarding an employee who tests positive for the disease must be made clear. Practice owners don’t want an employee accusing another of getting them sick, or taking too many days off if they’re not perceived as sick.

5 DOCUMENT AND FOLLOW-UP

After meeting with employees about any conflict, the optometrist should document the meeting, including all pertinent pieces of conversation, allegations, and agreed-upon solutions. This can protect the employer, should a future similar situation arise, in that expectations had been set and must be met. Also, the OD should update the employee handbook, if applicable, to combat a similar future problem.

For example, in the wake of COVID-19, adjustments were made to the handbook, requiring a doctor’s note and a certain number of days home after a positive test to prevent bickering about working sick or exaggerating illness to get extra paid sick leave.

Now, the optometrist should set a target date to check in with the staff to confirm the situation is rectified or at least improving. Remember: When team members don’t get along, it can be uncomfortable and create an unpleasant, unproductive environment that can divide the staff into cliques. This is troublesome for an office.

STAYING ON TOP OF IT

Dealing with workplace conflict is one of the hardest responsibilities of a practice owner. By catching the problems early, creating an environment of mutual respect and collaborative problem solving, optometrists can create a staff that feels heard, valued, and respected. This leads to building a long-term, efficient, and happy workplace team. OM

DR. JABALEY practices at Jabaley Eye Care with her husband, Chris. She is board certified in primary eye care optometry, including in the treatment and management of ocular disease and post-operative care. In addition to practicing optometry, Dr. Jabaley has had two young adult novels published with Penguin Young Readers.