Nursing Leadership: Having Difficult Conversations.
description
Transcript of Nursing Leadership: Having Difficult Conversations.
NU
RSING
LEADER
SHIP:
HAVIN
G
DIFFIC
ULT
CON
VERSATIO
NS.
Karren Kow
alski, PhD,
RN, N
EA-BC, FAAN
G
rant, Project D
irectorColorado
Center for N
ursing Excellence
Public Health
Nursing
Webinar
July 29,2010
OBJ
ECTIVES:
1.Describe com
munication and
why poor com
munication can
be problematic in the
workplace. 2.Explain three types
of comm
unication filters.
3.Define human
reactions seen during a conflict or diffi
cult situation.
4.List comm
unication tools used in working with peers and staff to provide constructive feedback.
COMMUNICATION
Words 7%
Tonality 35%
Facial & Body Language 58%
HUMANS COMMUNICATE:
Thoughts Ideas Opinions Feelings Emotions
POOR COMMUNICATION LEADS TO:
Relationship Breakdown Misunderstandings High levels of emotion Judgement High Drama Incivility
IN THE WORKPLACE: Very little focus
placed on communication
Yet it is essential for smoothly functioning teams
GOLEMAN’S FRAMEWORK FOR EMOTIONAL COMPETENCIES
COMMUNICATION FILTERS1. MENTAL STATE Frame of Mind
Optimism vs. Pessimism Affects information processing Affects ability to focus on “present
moment”
Assumptions Intentions and Hidden Agenda Judgments of Self & Others Belief systems
2. EMOTIONAL STATESNegative feelings about job, co-workers etc.InsecurityThreatsStressFEAREgo Needs (for approval, perfection, need to be right)
Unhealed Wounds
EMOTIONAL STATES (CONT) Positive feelings: (tend to be more
resourceful, easy going, open to change)
JoyDelightHopeHumor/laughter
3. CURRENT STATE OF THE RELATIONSHIP Positive relationships are the foundation of Human Enterprise
Quality of relationships effects
productiveness of the team Unresolved conflicts destroy
teams
Definitions: Relationship - the state of being
related or connected or bonded together
Conflict - competitive or opposingaction of incompatibles: antagonistic state or action, opposing needs, drives, wishes or demands
Confront - to face especially in challenge; meet or bring face to face
AWARENESS MODEL
Difficult person Difficult situation
Conflict Empowerment:Being bigger than the situation in
which you find yourself It’s a Choice
STIMULI FOR UPSET OR REACTION:
OUTSIDE Trigger: an action by another person or by yourself
The responding Feeling is Inside “You Make me Feel so …..
AUTOMATIC REACTIONSStress or Fear (buttons are pushed)
Unconscious – fight or flight Create list of responses/reactions
Panic, Defensive, Frustrated, Resentment, Defensive, Victimized, Sabotaged, ThreatenedAnger, Negative, Self-righteous, Attack, Annoyed Blamed, Sarcastic, Freeze, Clam up, Withdraw,Counterattack, Walk, Denial
PATTERNS OR COW TRAILS
Raised adrenalin Leads to: Assumptions – we act on them Examples:
Fused in my car (other drivers)
We can go through life reacting to:
External World vs.
Responding Creatively
IN REACTION FEEL BLAME “You make me Feel
……. “
THINK JUDGMENT “I think You’re a Jerk”
WANT DEMAND “Why don’t you get a life?”
Awareness Model
Awareness Model (continued)
identify feelings or sensations I’m feeling refer to your perspective of the situation,
check assumptions I think identify what you want from the
relationship or situation I want How I’d like to work together is
Communication Practice Session
WHEN CORRECTION IS NEEDED: ARC STATEMENT
A = Action the person has taken
R = Reaction from the administrator/leader
C = Consequences or impact on other team members
Can you see how this negatively impacts the team?
ARC STATEMENT
REFERENCES American Association of Critical-Care Nurses (AACN)
& VitalSmarts. (2005). Silence kills: The seven crucial conversations for healthcare. San Francisco: The American Association of Critical-Care Nurses.
Druskat, V., & Wolff, S. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 81-91.
Jason, H. (2000). Communication skills are vital in all we do as educators and clinicians. Education for Health, 13(2), 157-161.
Morreale, S., Spitzberg, B., & Barge, K. (2001). Human communication: Motivation, knowledge, & skills. Belmont, CA: Wadsworth.
Nemeth, C.P. (2008). Improving Healthcare Team Communication: Building on Lessons from Aviation and Aerospace. Aldershot, UK. Ashgate Publishing. Ltd.
Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2002). Crucial Conversations: Tools for Talking When Stakes are High. New York, NY; McGraw-Hill.
Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2004). Crucial Confrontations: Tools for talking about broken promises, violated expectations and bad behavior. New York, NY: McGraw-Hill.
Porter-O’Grady, T. (2004a). Constructing a conflict resolution program for health care. Health Care Management Review, 29(4), 278-283.
Porter-O’Grady, T. (2004b). Embracing conflict: Building a healthy community. Health Care Management Review, 29(3), 181-187.
QUESTIONS and ANSWERSKarren Kowalski, PhD, RN, NEA-BC, FAAN
Contact via email: [email protected]
Nursing Continuing Education credits are available for
30 days following the live presentation. In order toreceive your evaluation form and nursing contact hourcertificate please email your: name, state, emailaddress to: Patti White, MAPHN [email protected]
Acknowledgements
New England Alliance for Public Health Workforce Development
Boston University School of Public Health
Massachusetts Association of Public Health Nurses (MAPHN)