College Connection Summer 2017 | Page 2

college connection

PROFESSIONALISM

FIVE FUNDAMENTALS OF CIVILITY : BE RESPONSIBLE
The Spring 2016 issue of College Connection provided an introduction to “ The Five Fundamentals of Civility for Physicians ,” a series of articles that examines the impact of incivility to a profession and strategies to foster civil behaviour . This article , written by Dr . Michael Kaufmann , is the last one in the series and focuses on being responsible for yourself as well as your workplace and the profession . who chooses not to react in any way is a bystander . That form of silence adds to the problem . Remember , incivility involves at least two individuals who need help : the one whose behaviour is objectionable and the other who is suffering the impact . But “ stepping up ” is often difficult , especially when considering how to approach the colleague whose behaviour is problematic .
Perhaps the best way to bring this phase of the conversation to a close is to circle back to the starting point of this series , and reflect again upon some concepts captured by the various definitions of civility .
Civility begins with a fundamental courtesy based upon respect — for ourselves as well as others . Naturally , if we are to make civil behavioural choices , conscious effort based upon self-awareness and effective communication skills is required .
Even in the face of conflict and disagreement , civility leaves us feeling intact and safe . Civility empowers us to take responsibility for our own well-being which enables us to do and be our best under all conditions . Individually and collectively , we bear responsibility to inject civility into our professional relationships , communities and culture .
Being Responsible For Ourselves
The way we treat people matters — always and in any situation . For that we are responsible . Extraordinary accomplishment and exemplary behaviour in some circumstances does not permit or forgive belittling , shaming , or any other such treatment of colleagues , co-workers , learners or clients at other times . I have interviewed many amazing doctors , veterinarians and learners who dismiss their incivility by pointing out their achievements — as if these have the power to negate their transgressions .
Our primary mission can also obscure personal responsibility . “ I do what I do in the name of quality patient care ,” justifying
troubling behaviour , oblivious to the paradox . When others on the team feel the hurtful impact of a veterinarian ’ s incivility , they aren ’ t able to work well with that individual . Patient care can be compromised as a result .
Even more likely to deflect introspection and personal responsibility is the often irresistible urge to blame contextual elements for one ’ s behavioural choices . Most veterinarians I have interviewed regarding behavioural concerns point toward people , places and things around them which have caused their problems . Certainly , context matters . Of course there are a myriad of tensions , troubling circumstances , leadership challenges , personality conflicts , even outright injustice that bear down upon us and affect behaviour . Some of those things we can influence , quickly or slowly , but most we can ’ t .
But , recognizing our internal locus of control , we can take responsibility for our own choices , and civil choices are the ones most likely to have a positive impact on everything and everyone around us .
Being Responsible For Others
Even considering a medical tradition of rugged individualism , there are times when we are “ our brothers ’ keepers .” Sometimes there are witnesses when a veterinarian behaves in a manner that is disruptive or hurtful toward others . Maybe we have seen an instance of incivility ourselves . What then ? Should we say something ? Do something ? An observer to an episode of incivility
Petruska Clarkson , author of The Bystander , talks about the “ bystanding slogans ” that readily come into our thoughts . These are the ones that can block a helpful response . Here are a few of them :
• “ It ’ s none of my business .”
• “ Someone else will take care of this .”
• “ I don ’ t want to be hurt myself .”
• “ I don ’ t know what to do .”
And there are many more . The responsible thing to do is to become aware of these and counter them with more rational and helpful thoughts . Here are some suggestions :
• “ It is incumbent upon me to help — we are all in this together .”
• “ If I don ’ t say something , it ’ s likely no one else will and the problem will persist , maybe worsen .”
• “ That person might be suffering in some way and helping them is worth the risk that they might lash out at me .”
Then the next right thing , as John Izzo , author of Stepping Up , says , is to “ do something , anything .”
Armed with a sense of responsibility , a little courage , good timing and some practical advice about how to offer constructive feedback , anyone can approach the individual whose behaviour must be challenged . A simple initial question signals compassion and invites conversation . That question is “ Are you OK ?” Many times that opening will be enough to help a colleague voice their concerns and also begin to gain insight into the nature of
2 / College Connection