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.
Highlights
The use of teams in human healthcare to coordinate work has been promoted since the beginning of the twentieth century
Part of a study on team effectiveness, this paper focuses on the impact of toxic attitudes and a toxic environment on veterinary team function
The impact people with a toxic attitude had on the overall functioning of the veterinary team was a very common theme in both the veterinarian and RVT groups
Summary
The use of teams in human healthcare to coordinate work has been promoted since the beginning of the twentieth century. The effectiveness of this model is being increasingly researched [1, 2]. Research in the human health field has shown that successfully functioning teams with effective communication lead to better quality of care with enhanced patient outcomes (e.g., reduced post-operative pain, improved post-operative functioning, shorter hospital stay, improved patient ratings of care) [8,9,10,11,12] and improved job satisfaction [13].
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