Right Words, Wrong Place: Navigating Conversations in the ABA Workplace
Lately, I've been mulling over how we, as people, often hastily label things as “bad” or “good.” This kind of thinking, though instinctive, misses a crucial element: context. It's the context, not the things themselves, that often defines their value or harm. Take, for instance, sun exposure. While Vitamin D is beneficial, overexposure can lead to skin damage, even cancer. Similarly, criticism, when constructive and well-placed, can be a catalyst for growth and success. However, when it's excessive or delivered harshly, it can break spirits and erode confidence.
This concept of context also plays a pivotal role in workplace dynamics, particularly in conversations. I’ve seen firsthand how conversations can either make or break an organizational culture. The same mechanisms that apply to understanding the benefits and risks of sun exposure or the nuances of giving criticism also apply to workplace interactions. It's rarely the negative conversations themselves that cause issues; rather, it's when they occur inappropriately—wrong place, wrong time, or with the wrong person—that problems arise.
This leads me to what I term “misplaced conversations.”
These are conversations that, in a different setting or context, would be harmless, maybe even beneficial. But when they happen in the wrong context, they can cause harm. The key isn't to condemn these conversations outright but to understand their misplaced nature. Almost all workplace conversations have their place and time. They become problematic only when those factors aren't aligned.
I think this is a huge take away: Among our staff, we can’t expect the conversations that we don’t want to just disappear. The real challenge lies in recognizing when a conversation is misplaced and guiding that conversation to its appropriate place.
Let's consider a specific example to illustrate the concept of "misplaced conversations."
Example #1. Off-case BCBA to RBT. Picture this: An RBT is diligently implementing a behavior plan during a client's problem behavior. Suddenly, a BCBA, who isn't directly involved with this particular case, starts offering unsolicited feedback. This scenario quickly turns into a negative conversation. However, the negativity doesn't stem from the act of giving feedback itself; it's because the feedback is directed to the wrong individual and concerns a client outside the BCBA's purview.
If this BCBA were to have the same discussion with their own RBT or about their own client, it would be entirely appropriate and likely beneficial. In such instances, it's crucial for a director or a supervisor to step in and clarify the appropriateness of the conversation. They would need to guide the BCBA on recognizing the right context and 'placement' for this feedback—either with the BCBA overseeing the case or with the clinical director. This approach is not about stifling communication but channeling it effectively to ensure it's constructive and relevant.
Example #2. RBT to RBT. In our second example, an RBT confides in another RBT about a client that they don’t share. The RBT servicing the client grumbles into a rant over how they disagree with the approach the BCBA is taking as they continue to collect toileting data even though the skill is mastered. On the surface, this might appear as a negative and problematic conversation, but the real issue may lie in its context, not the content. RBTs voicing concerns about a client's clinical direction demonstrates their investment and care—both positive attributes. The crux of the matter is that this conversation is happening between RBTs, when it ideally should be directed to the BCBA.
The insight an RBT brings to the table is invaluable, BUT the BCBA can't address an issue they're unaware of. It’s important for the clinical director to redirect this kind of conversation from an RBT to the responsible BCBA transforming it from a potentially negative interaction into a constructive and client-serving dialogue. This is where effective management plays a crucial role. It's essential for leaders to guide their RBTs in 'placing' their conversations appropriately, ensuring they reach the right ears—in this case, the BCBA's. This not only fosters a more positive work environment but also ensures that any concerns are addressed in a manner that directly benefits the client.
Example #3. Gossip! In our third scenario, it’s good old fashioned on-floor gossip. While wrapping up their session notes at the center, whispers fill the air as staff members remark on how they can’t stand the utter existence of another staff member. As you walk by, you happen to overhear it.
This instance, quite frankly, epitomizes toxic workplace gossip. The negativity of the conversation itself is undeniable. But the REAL issue is—yet again—it’s placement. The REAL problem is that these highly negative conversations are in the center during working hours in front of everyone. Gossip is going to happen. (FYI: If you’re a clinical director, people might be gossiping about you right now.)
As managers, while it's impossible to completely eradicate gossip, what can be controlled is where and when these conversations take place. It's essential for clinical directors and managers to guide staff towards more appropriate settings for such discussions—letting them know that these are conversations for personal happy hours at a nearby pub at the end of the day. And, if they have to talk about it, they can call and text each other later. The big take away? By straightforwardly redirecting these conversations, managers not only acknowledge the inevitable human need to vent but also reinforce the sanctity of the work environment.
Supervisors most often want to squash negative conversations completely when they occur. Often times, however, they don’t see the nuances of these conversations nor do they see the consequences of coming down the wrong way on them.
Main takeaways for today are for the clinical directors out there.
Don’t punish communication, shape it.
When you hire a staff member, let them know that you take misplaced conversations seriously and that you expect them to use the appropriate channels of communication if they have concerns.
As a supervisor, develop the skill of recognizing where conversations should be placed. If there’s a problematic conversation that has occurred, you should be able to easily identify who, when, and where it should have taken place.
Take negative conversations seriously, but look at them objectively. Problematic conversations are data points. They’ll tell you a lot about the staff member, the client, and whoever else is involved.
Thoughts? Reach out!