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MARCH 2017 | The Surgical Technologist | 117 mental factors while growing up. – Perceptual barriers relate to interpretation of events and the way people deal with situations, the manner in which people view the world, how they see particular conflict situations and their philosophy of life. – Cultural barriers refers to the beliefs, values and ethnical customs that mandate the way humans learn to live their life. It shapes their perceptions, judgments, ideas of indi- viduality and how they relate to others. Culture in itself does not create conflict, but people’s attitudes toward other cultures and the tendency to belief that one’s cul- ture is superior or inferior to others does. – Linguistic barriers do not refer to language barriers exclusively. It is linked to the way one says things and the expressions or jargon he or she uses to communi- cate. These differences can cause misinterpretation. It also relates to the inability to say things clearly, objec- tively and therapeutically at the appropriate time. The words people use may not come out as intended or in the right way and can lead to conflict. • Understanding the dynamics of teamwork Teamwork seeks a common goal and all members active- ly participate in the solution of problems. Like the saying goes, there is no “I” in team. When working in teamwork mode, individualistic interest can bring tension and imbalance to group. The surgical team has one goal: to provide successful care to the surgical patient. All the efforts, emotions and interests invested should target that goal. • Anticipate the problem Anticipation is part of the fundamental training of a sur- gical technologist. Most of the problems that surgical per- sonnel encounter in the operating room are circumstantial and can be reduced through anticipation. A proactive atti- tude and preparation for the unforeseen goes a long way. However, not all the steps in the process are controllable. Be mentally prepared for all the things that may go wrong. Murphy’s Law states that if anything can go wrong, it will go wrong. • Remain neutral Surgical technologists work with many people and often serve as middleman between surgeons and nurses and others during surgery. Remaining neutral in the midst of a conflict is adapting a professional attitude. But, it is not always easy, especially when one becomes the target of the hostility. The question is, should a ‘fight or flight’ approach be taken? When one allows emotions to engage in the conflictive event and equally responds to the aggressor’s offensive remarks and hostility while being in part responsible for the surgical outcome, he or she is no better than the aggressor. Although difficult, it is recom- mended to remain calm and focus on the job. One then can address the issue with management later. • Emotional Intelligence (EQ) EQ is a concept based on self-awareness developed in the 90’s by Daniel Goleman. The concept states that people have the “ability to manage one’s own emotions, impulses and behavior.” When a person is capable to do so, he or she can use those emotions and feelings as powerful tools to transform negative situations into positive ones, or at least to monitor the outcome of a particular situation, communicate effectively and reduce tensions during surgery. Problematic situations pre- sented in the operating room are diverse and can poten- tially sneak up on the CST and ruin a well-planned case. Developing this skill can mitigate the impact of stress producing conflict during surgery. • Avoid the disruptive person There is always at least one troublemaker in the operat- ing room. This person is usually someone who causes problems, is not pleasurable to be around, does not follow guidelines, always complains over trivialities, is unnego- tiable and set in his own ways, bullies coworkers and so on. Dealing with these types of people is challenging. (It is noteworthy to mention that the same conflict resolution strategies cannot be applied to all.) Disruptive individu- als carry emotional baggage. Most of their behavior may stem from pathological reasons, such as chronic unhappi- ness, depression, resentment, egocentricity or obsessive behavior. The most reasonable approach is identifying the triggers and motivations. If it is not possible to avoid this person, remain positive, friendly and neutral while being steadfast. Avoid confrontation and follow hospital policies and procedure guidelines. If the situa- tion is beyond handling, seek assistance. • Use sense of humor in conflict resolution The idea of using humor does not refer to being the jokester of the OR or making fun of or sarcastically attacking the other person. It means to joke about the problem. When humor is used properly, it becomes a power tool to put situations into perspective, form stronger relationships, relieve stress, reduce tension and helps make the teams happier and more resilient. Humor smooths over rough edges and differences. Research shows that people who laugh together are able to navi- gate through conflict without wrecking the relationship.