Consider this scenario: Jessica has worked as the receptionist at an ophthalmology office for five years. Over the past year, she has noticed an increase in what she would consider “rude” patient behavior. According to Jessica, patients arrive at the front desk already upset and angry. Jessica recently spoke with her manager about the stress that she feels when seeing a line of challenging patient encounters during her eight-hour workday.

Other staff members also have recently reported rude patient behavior. While the practice manager cannot eliminate all impolite conduct, she considers possible causes for patient misconduct and how the clinic can better deal with difficult patients. The following are some strategies for managers and staff members alike to consider.

Track the issues.

“One bad apple spoils the whole bunch,” and one rude patient who makes inappropriate comments can seemingly ruin the entire day. Instead of assuming that all patients have become difficult or disrespectful, track and document patient issues. Keep a log of patient problems and complaints. The record should include the date, time of day, patient type, and the staff member reporting the problem. Then, look for trends and triggers in behavior.

Don’t make assumptions.

Another saying: “Don’t judge a man until you have walked a mile in his shoes.” Acknowledge that you may not be the cause of a patient’s frustration. Many ophthalmology patients have other severe medical, economic, or emotional issues, which may cause them to lash out with a disproportionate response to the situation. Staff can more calmly handle the situation by remembering that the severity of the reaction may have little to do with them.

Conduct personality training.

Most ophthalmology clinics see a wide variety of patient personality types. To help staff deal with a diverse group of people, consider providing training, such as Color Codes, DISC, or Strengths Finder. Research the training program that would work best for the practice’s issues. Management may even decide to invite an outside expert in one of these programs to provide special coaching for the staff — the team can benefit from periodic instruction to improve patient interactions.

Address disruptive triggers.

While there is no excuse for rude behavior, we need consider whether our practice has unknowingly created triggers that cause patients to become upset. Resolving these issues can make patient-staff interactions more pleasant for all parties (See “Patient trigger examples,” page 26).

Consider the following solutions for potential patient triggers:

• Patient arrivals. If patients have trouble locating or parking at the office, the practice may need to find options to make clinic access easier. Management may want to verify that the practice’s online directories, such as Google Maps, accurately lead patients to the practice. Management may also need to review signage and patient parking. If arriving at the office is an issue, phone staff should notify patients to allow extra time so that patients can arrive on time for their appointments.
• Reception area. Calm, relaxing environments often foster more pleasant reactions from patients. Instead of showing news on the TV (which can agitate patients), consider playing neutral channels such as The Food Network or HGTV, or eliminate the television and opt for soothing classical music. Also, offer Wi-Fi so that patients can stay productive or occupied during the wait times of their exams.
• Patient flow. If patients perceive that the office frequently runs behind or that their visits take too long, look into potential causes. Also, manage patient expectations regarding the length of their appointments, so they are less likely to have an escalated reaction.

Draw the line.

If a patient becomes too disruptive, the clinic may need to consider alternatives. If a patient has an issue with a particular staff member, consider having a different team member try to smooth the situation. If the employees need support with an escalating scene, the manager should step in and help diffuse the patient. As a last resort, the doctor may need to intervene.

For patients who do not listen to the staff, the manager, or the doctor, the practice may ultimately have no choice but to terminate the disruptive patient.

Focus on the good.

Out of the thousands of patients seen each year, remember the positive interactions. We come to work every day ready to support our doctors in restoring the gift of sight. Staff should focus on all of the good they do to help other people. When patients give the office compliments or offer appreciation, take a moment to accept the commendation.

Conclusion

Jessica, her manager, and their team document patient issues and brainstorm ways to improve the patient experience. They gradually fix trigger issues, improve the staff’s level of customer service, and decrease the number of patients who become openly upset in the office.

Jessica is happy that reception desk working conditions have improved. OP

Ms. Holloway is a senior consultant with BSM Consulting in Clearwater, FL. Her current certifications include Professional in Human Resources (PHR) and Certified Patient Service Specialist (CPSS).