The first step: Understanding clinicians' rage
The first step in buying into the situation as an administrator is to exhibit concern for the clinicians' rage. Adopting a neutral stance and being silent will further exacerbate the situation since clinicians will conclude the administrator is part of the oppressor team or does not care. As an administrator, approach the irate clinicians and seek to understand the underlying cause of their rage. While approaching the angry staff, the administrator should use a non-emotional, non-defensive, and concerned tone. If the clinicians are reluctant to talk, the administrator may approach many clinicians individually and ask soft and empathizing questions to better understand the clinicians' problems (Debra et al. 580). Once the administrator has the attention of the clinicians, either as a group or individually, the administrator should assure the clinicians that he/she is willing to help solve their problem, by sharing a mutual purpose with the team. This will assist in winning the trust and confidentiality of the clinicians and they will feel free to air all their grievances. The administrator should now create an atmosphere where he/she can listen to the clinicians without interjecting as the clinicians speak their anger out (Debra et al. 586). The administrator should pay close attention to every detail of the clinicians’ grievances and if necessary take small notes. Such an opportunity will help the clinicians to calm their nerves down since talking is a relief therapy during psychological stress.
Considering alternative solutions
After hearing out all of the causes of anger, the administrator should implore on the alternatives that the employees feel would work better than the new provider profiling. Here, the administrator should use active listening and ask for clarification as the clinicians give their recommendation. Debra et al. (589) suggest that after listening, the administrator should analyze the root causes of anger and the recommendations fronted by the clinicians. Then, the administrator should explain to the clinicians the importance of the new provider profiling and why the organization saw it necessary to introduce it. Moreover, the administrator should iron out any misconceptions and misinformation that the clinicians may have about the new provider profiling. The administrator should look into the recommendations fronted by the clinicians and then mark those which can be integrated into the new provider profiling for implementation. This will leave the clinicians content that their voice and recommendations have been heard, hence they will work peacefully with the new provider profiling.
Work Cited
Debra L. Shapiro, Von Glinow, Mary Ann, and Jeanne M. Brett. "Can we talk, and should we? Managing emotional conflict in multicultural teams." Academy of Management review 29.4 (2004): 578-592.
