We need a plan; so, let’s be straightforward!

Dr. Hannah Barak, a medical officer in Baghdad Hospital, was taken aback this morning. Her colleague, Dr. David Soltes, refused to agree with her suggestions on how to carry out some complex procedures in an upcoming surgery. When they spoke over Skype, he bluntly said that he would do it a certain way based on his many years of experience in Slovakia. Hannah was not upset by his decision, but she was disturbed by the way that he had been communicating his ideas through virtual communication for the past few months. He was firm, direct, and precise and allowed little or no negotiation. His emails were short and composed largely of “what needs to be done—plans.” Hannah, however, strongly believes that, in every situation, matters need to be carefully discussed and negotiated. She prefers a strategy that is based on a sort of haggling in which the conversation is steered toward a win–win rather than a win–lose outcome. Using such a strategy, a relationship can be developed, and, gradually, trust will form. Dr. Soltes, on the other hand, felt that there was nothing much to discuss. As a well-known eye specialist who would be flown over to Baghdad next week, he is entrusted with a crucial task. What matters to him is to thus execute that task as efficiently as possible. His belief is that a successful completion of the task comes first, and then trust follows.