Difficult Conversations About Problems

Something is wrong with your practicum, and you need to address it. Maybe your workload is unsustainable. Perhaps you are not getting the experiences your program requires. Your preceptor might have made commitments that have not materialized, or working conditions differ significantly from what was described. You know you need to speak up, but the thought fills you with dread.

Students often suffer in silence rather than risk a difficult conversation. They worry about seeming ungrateful, difficult, or incompetent. They fear damaging a relationship they need for references and professional connections. These concerns are understandable, but avoiding necessary conversations usually makes situations worse.

Deciding Whether to Raise an Issue

Not every frustration warrants a formal conversation. Before addressing an issue with your preceptor, consider whether the problem is significant and persistent rather than a temporary annoyance. Ask yourself whether the issue affects your ability to meet learning objectives or complete required work. Determine whether you have given the situation time to improve naturally.

Some problems resolve themselves. Others require conversation. Learning to distinguish between them is a professional skill. When in doubt, consult your academic program coordinator or a trusted mentor for perspective before approaching your preceptor.

Preparing for the Conversation

Preparation increases the likelihood of a productive outcome. Before raising an issue, clarify what you want to achieve. Are you seeking a specific change? Hoping to understand their perspective? Simply expressing that something is not working? Knowing your goal helps you communicate clearly.

Gather specific examples rather than relying on general impressions. Saying "I've been assigned significantly more work than we discussed" is less effective than "In the past three weeks, I've been asked to complete projects that took forty hours beyond my scheduled time." Specifics ground the conversation in facts rather than feelings.

Anticipate their perspective. How might they see the situation differently? What constraints might they face that you do not fully understand? Considering their viewpoint helps you approach the conversation with empathy rather than accusation.

Framing the Conversation Constructively

How you open matters enormously. Begin by affirming what is working and expressing appreciation for the opportunity. This is not manipulation; it is context. Starting with positives reminds both of you that you have a relationship worth protecting.

Use "I" statements to describe your experience without assigning blame. "I'm finding it difficult to complete the assigned work within my scheduled hours" invites collaboration. "You're giving me too much work" invites defensiveness. The first approach describes your experience; the second judges their behavior.

Present concerns as problems to solve together rather than complaints. Frame the conversation around shared goals: your learning, their project needs, the organization's interests. Ask for their input rather than demanding specific solutions. "How might we address this?" positions you as partners rather than adversaries.

During the Conversation

Listen at least as much as you speak. Your preceptor may share context you lacked. They might have a different understanding of the situation or face constraints you did not know about. Genuine listening, rather than waiting for your turn to talk, can transform the conversation.

Stay calm even if the response is not what you hoped. If you feel yourself becoming emotional, take a breath before responding. It is acceptable to say "I need a moment to think about that" rather than reacting immediately.

Be willing to acknowledge your own role in the situation. Perhaps you could have communicated earlier, asked for help sooner, or clarified expectations more thoroughly. Owning your part of the problem demonstrates maturity and makes the other person more likely to acknowledge theirs.

After the Conversation

Summarize agreed-upon next steps in writing. A brief email saying "Thank you for talking with me today. To confirm, we agreed that..." ensures shared understanding and creates documentation if issues persist.

Follow through on any commitments you made. If you agreed to communicate differently, try a new approach, or check in at a certain time, do it. Your reliability in the follow-through builds trust.

If the conversation does not resolve the issue, decide on next steps. Sometimes a single conversation is not enough. You may need to revisit the topic later or involve your academic program for support.

The Bigger Picture

Difficult conversations are a professional competency. Throughout your career, you will need to address performance issues, advocate for resources, push back on unreasonable demands, and navigate disagreements with colleagues and supervisors. Your practicum offers a relatively safe environment to develop these skills.

Most difficult conversations go better than anticipated. The fear beforehand is often worse than the reality. And even imperfect conversations that move toward resolution are better than silence that allows problems to fester.