Exploring the Impact of Toxic Attitudes and a Toxic Environment on the Veterinary Healthcare Team

Abstract

The objective of this qualitative study was to compare veterinarians’ and Registered Veterinary Technicians’ (RVT’s) perceptions of the veterinary healthcare team with respect to the impact of toxic attitudes and a toxic environment. Focus group interviews using a semi-structured interview guide and follow up probes were held with four veterinarian groups (23 companion animal veterinarians) and four Registered Veterinary Technician groups (26 RVTs). Thematic analysis of the discussions indicated both veterinarian and RVT participants felt team members with manifestations of toxic attitudes negatively impacted veterinary team function. These manifestations included people being disrespectful, being resistant to change, always wanting to be the “go to person,” avoiding conflict, and lacking motivation. When conflict was ignored, or when people with toxic attitudes were not addressed, a toxic environment often resulted. A toxic environment sometimes manifested when “broken communication and tension between staff members” occurred as a result of employees lacking confidence, skills, or knowledge not being managed properly. It also occurred when employees did not feel appreciated, when there was difficulty coping with turnover, and when there were conflicting demands. The presence of people manifesting a toxic attitude was a source of frustration for both veterinarian and RVT participants. Prompt and consistent attention to negative behaviors is recommended to reduce the development of a toxic environment.

What makes a great clinical team? Stakeholder perspectives on the attributes of effective veterinary health care teams in Australia

“…As ‘conscientiousness’ is linked to greater team performance and effectiveness, undoubtedly, veterinarians, as employers and/or supervisors, would value organised, hard‐working, dependable and task‐oriented graduates. The veterinarians' responses could also align with their leadership positions as practice owners/managers . Therefore, these findings not only highlighted the importance of ‘conscientiousness’ for graduate employability, but also that of leadership and management training in VT curriculum.…”

“…The veterinarians' responses could also align with their leadership positions as practice owners/managers. 51 Therefore, these findings not only highlighted the importance of 'conscientiousness' for graduate employability, but also that of leadership and management training in VT curriculum. Graduates need to prepare for managing as well as participating in veterinary health care teams.…”

“…Effective communication, acknowledged by a few as a teamwork priority, is vital for breaking down hierarchical barriers within teams, and with management. Similarly, the more complex communication strategies identified—conflict resolution skills, a core competency in human health care, negotiation skills and workplace meetings—are all essential for effective teamwork . Pedagogical interventions involving these strategies, real‐time or using simulations, could contribute to a solid framework for a VT teamwork curriculum.…”

Causes of stress and conflict in the veterinary professional workplace – a perspective from Poland

“…The manifestation of negative attitudes including conflicting demands or even ignoring conflicts have a negative impact on veterinary team functions. Toxic environment is also indicated as a factor that leads to relationship and task conflicts in veterinary practice [24]. However, in this area, more research attention needs to be focused, especially on the functioning of the veterinary team.…”

Practical strategies to manage work‐related stress in the veterinary profession

“…4 Other sources of stress identiied are medical errors, 5 client and co-worker issues 6 and working in an environment with team members who display toxic attitudes. 7 Given the large expansion of corporate veterinary practices in recent years, the evidence suggesting that staf perceive working for a corporate practice as more stressful than independent or private clinics is noteworthy. 8 These indings are reminders that members of the profession are still sufering from stress, and that research into the sources of stress and practical management strategies is always needed.…”