|Dealing with difficult patients.|
Billing issues and lengthy wait times top the list of complaint topics that ignite patient tempers at most medical offices. But other typical triggers include: Staff members giving hasty/incomplete/confusing answers to their billing questions, office personnel addressing patients too familiarly (first names, for example); and providers discounting/dismissing patients’ online research.Very often, these triggers mask underlying concerns or worries that cause the real anxiety. Handling unhappy patients requires the daunting task of uncovering the real issues.
You can avoid a certain amount of confrontation by making sure you have clearly communicated your office policies from the outset. Clear financial policies and patient-friendly rescheduling procedures go a long way in preventing those volatile moments.
Dealing with an angry patient absolutely requires unwavering professionalism on your part. Train staffers to maintain their best demeanor in the face of confrontation. Use scripting and role-playing to prepare employees for these tough moments of truth. Make confrontation-training an ongoing program—staff members need constant reminders.
Elevate empathy to become a core value for your office. Failing to empathize results in the patient feeling like his or her complaint has been brushed off—marginalized. Teach staffers to see things from patients’ points of view. Ask them, “How would you feel in this situation?” Show workers how to use tactics like “reframing,” wherein the employee helps the disgruntled patient see a situation from a very different angle, thus redefining it.
Teach communication strategies like asking the patient a couple of obvious questions that elicit a “yes” answer. That actually helps set a positive tone for the rest of the conversation. Insist that staffers follow up all the way to a successful conclusion if even remotely possible.
Create patient handbooks, brochures, Web pages, and posters that inform and remind everyone about how you intend to serve each person who comes to your practice. Monitor staff members closely to make sure everyone is following the rules.
Of course, even the best-constructed boat might bump an iceberg once in a while. That’s why you teach “emergency” procedures to the whole crew. Service disasters will happen—and your staff members must know how to execute “disaster-recovery” procedures as well.
Six tips are:
- Letting the angry patient know you understand
- Soliciting what the angry patient wants from you
- Offering the help you can provide (and clearly describing what you can’t do)
- Setting limits on what patient behaviors you will tolerate
- Assuming the patient is probably doing the best he or she can do
- Believing in yourself—that you’re also doing the best you can do