Perhaps one of the liveliest presentations during Assessor Training Day was that given by Lisa Walters, PhD, MBA, MT(ASCP)SBB, QSA(A2LA). Using examples from the assessment setting, she provided tips and techniques to use when unplanned situations develop. Examples of these surprise events include personality conflicts, communication meltdowns, lack of professionalism, logistical problems, and nonconformance issues. Assessors in attendance found that solutions to these challenges can be applied in other settings as well.

Different Strokes for Different Folks
Personality conflicts happen all the time, because we all have personalities and we all are different. The key to diffusing these conflicts is to understand what makes the other person “tick” and to adapt your communication style appropriately. Walters categorized the myriad types of personalities into four basic groups.

·          Introverts who are people-oriented. These “relators” are the “get along” people and have a hard time saying “no.” Motivated by stability, they are easy to find because they represent 50% of the population.

·          Introverts who are task-oriented. These “thinkers” are the “get it right” people who can’t get enough data. Motivated by perfection, these great analyzers make up 30% of the population.

·          Extroverts who are people-oriented. These “socializers” are the “get noticed” people and have a hard time being humble. Motivated by recognition, these folks are often change agents. They constitute 10% of the population.

·          Extroverts who are task-oriented. These “directors” are the “get it done” people. They can’t get enough projects to work on because they are motivated by achievement. This group makes up the remaining 10% of the population.

She emphasized the benefits of “speaking someone else’s language” -- more work done more smoothly with fewer problems. She noted that with careful listening, it is possible to size up someone’s motivators within a minute of meeting them for the first time. After all, the two types of introverts make up 80% of the population. However, she did acknowledge that sometimes conflict is unavoidable. What then?

The D-A-S-S Approach
Walters described a formula for providing critical feedback that can help overcome the natural tendency to resist such feedback and protect self-esteem. She used the mnemonic D-A-S-S, which stands for describe, acknowledge, specify and summarize.

·          First, describe what happened, what you saw, or what you heard in statistical terms (quantity, frequency, duration, size).

·          Then acknowledge your reaction to the event or behavior (I feel concerned. . . I disagree with what you have done. . .etc) without sugar-coating the message or exploding in frustration.

·          Next, specify what you’d like to see done as a remedy. By doing this, you give the person some sense of control, because he or she is the one to make the changes.

·          Finally, summarize the benefits of the action you’ve requested. Particularly effective is an answer to the question “what’s in it for me?”

When Resistance Is Persistent
Sometimes, your agenda is going to be incongruent with someone else’s agenda, and conflicts will need a more formal resolution. The first technique for conflict resolution is to raise the issue again. “We had a discussion before about XYZ. It is still wrong and I am frustrated. How do you see it? Can you tell me why it is still happening?” Walters recommended that the personality adaptation and D-A-S-S approaches be employed.

The second technique involves creating mental “maps” for you and for the other party. In other words, establish what outcome each party needs to reach. Identify each other’s needs. The third step is to work together to generate options to meet those needs. Ask if everyone understands the issue thoroughly, or if perhaps some need to understand it better. Then try to come up with some win-win solutions. Options can be generated through researching, brainstorming or chunking (breaking problems into smaller parts). With such a collaborative approach, the needs of both (or all) parties can be met. . . but not always!

Conclusion
In some scenarios, instead of a win-win solution you find yourself in a no-win situation. Walters noted that once in a while it is best to avoid a bad conflict rather than try to manage it. However, avoidance does not mean “do nothing.” Rather, it involves being proactive in communications and actions to prevent opportunities for conflict in the first place or, if one has already occurred, prevent it from happening again. Additional techniques she described included writing a memo to the file and seeking assistance – I the assessment setting, it would mean calling the AABB accreditation staff. Armed with Walters’ advice, it is likely that assessors will be better able to respond to the unexpected during assessments, on the job and at home.