Conflict Management in Practice

1. Conflict Management in Practice City Care Partnership – 12 September 2017 Facilitators: Liz Willett Darren Corrie MBE liz@khrconsulting.co.uk www.khrconsulting.co.uk

2. Workshop structure • Where and why I experience conflict with Patients • How people change when in conflict • Working through scenarios and strategies to deal with conflict • A practical walk through conflict with Patients • Action planning • Closing comments liz@khrconsulting.co.uk www.khrconsulting.co.uk

3. Where I experience Conflict with Patients Group exercise and discussion Where do I experience conflict with Patients? How does it make me feel? How do I deal with it? What causes it? How do I feel about the Patient who is calling? liz@khrconsulting.co.uk www.krhconsulting.co.uk

4. Initiating Conflict Comfort Discomfort Pressure Stress Fight or flight Trigger point / Trigger situation

5. Simply liz@khrconsulting.co.uk www.krhconsulting.co.uk

6. How do humans respond to conflict? Fight - React in a challenging way. Flight – Turning away from the conflict and what’s going on. Freeze - Not sure how to react and become very passive. What’s happening to your body? liz@khrconsulting.co.uk www.krhconsulting.co.uk

7. Met MY NEEDS Ignored YOUR NEEDS Met Conflict modes Co-operate (I win : You win) Demand (I win : You lose) Compromise(Some gains and losses) Concede(I lose : You win) Avoid(I lose : You lose)

8. What kind of person are you? The Controller The Influencer The Supporter The Analyser The Transformer liz@khrconsulting.co.uk www.krhconsulting.co.uk

9. Conflict sequence CONTROLLER Demand Withdraw Persuade Ignore INFLUENCER Persuade Withdraw Demand Ignore TRANSFORMER Withdraw Persuade Demand Ignore ANALYSER Withdraw Persuade Demand Concede SUPPORTER Concede Withdraw Persuade Demand

10. Practice Scenario Look at scenario 1 & 2 Note down your most common approach Feedback to group Review most popular approaches liz@khrconsulting.co.uk www.krhconsulting.co.uk

11. Scenario 1 You have implemented a new way of appointment booking in your Practice. You have worked in the Practice for 10 years and have personal reservations about the new way of working but you have been trained in the way that you now need to work and your Manager is very clear that this is the way that s/he wants you to work in the future. You encounter a patient who strongly opposes the new way, preferring the previous approach. The Patient has confronted you and wants you to change your approach back, for them. How will you respond? What conflict mode is this? liz@khrconsulting.co.uk www.krhconsulting.co.uk

12. Scenario 2 Mrs Jones rings up. She is furious and is going to phone the CQC because her mother attended her private appointment at the BMI Park Hospital but was turned away because they had not received the Doctors’ letter when she had paid £15 for it. She demands £15 refund and the taxi fare refunded. How will you respond? What conflict mode is this? liz@khrconsulting.co.uk www.krhconsulting.co.uk

13. Top tips What are yours? One from each group. liz@khrconsulting.co.uk www.krhconsulting.co.uk

14. Our top tips Deep breath & stay calm ‘LAST’ Response (Listen, Apologise, Solve, Thank) Adult to adult conversation Positive language – We can, I will, thank you, would you like to? Talk quietly, sit down & establish eye contact Strike whilst the iron is warming or cooled! Don’t take it personally Document events – Liz’s magic clipboard! liz@khrconsulting.co.uk www.krhconsulting.co.uk

15. What if I do nothing? Please discuss……………………………….. Each group please come up with 2 suggestions as to what happens if you do nothing. liz@khrconsulting.co.uk www.krhconsulting.co.uk

16. Doing nothing…. Good staff leave / Duty to care Loss of reputation Factional infighting – unproductivity Those who shout the loudest – and more shouting Disengagement and resentment It may settle down…. It may not! It is important enough or conflict would not be the result Miss out on a learning opportunity liz@khrconsulting.co.uk www.krhconsulting.co.uk

17. Managing individual patient conflict What to have in place – Policies / Patients charter. Have clear codes of conduct for staff that are advertised to patients. Do you have a behaviours and policy? Define acceptable behaviour. Advertise policy and consequences Toe the line / consistency is key When enough is enough – the Bernard Manning case! liz@khrconsulting.co.uk www.krhconsulting.co.uk

18. Scenario – review a real life scenario( work book) liz@khrconsulting.co.uk www.krhconsulting.co.uk

19. Case Study 1 – Individual Conflict Mr White comes in on Thursday afternoon asking for his prescription to be done by tomorrow. He does this regularly and is constantly told the 48 hr rule. He is told that it will be ready on Monday and he says that is too late he could be dead by then. He asks for your colleague who “always does them quicker” for him to come over and help him……………………………….. What do you do? liz@khrconsulting.co.uk www.krhconsulting.co.uk

20. Case Study 2 You have an exceptionally demanding patient he is abusive to staff, phones repeatedly and demands appointments almost every day. He can also regularly DNA appointments. Enough is enough but what are you going to do? What different methods of conflict management may be applied? How could you best use teamwork to deal with this behaviour? liz@khrconsulting.co.uk www.krhconsulting.co.uk

21. Useful places for more information Managing conflict at work booklet

22. Useful places for more information liz@khrconsulting.co.uk www.krhconsulting.co.uk http://www.bfwh.nhs.uk/onehr/wp-content/uploads/2016/02/Conflict-Resolution-workbook-2.pdf I’m OK, you’re OK – Book by Thomas A Harris

23. Conclusion • Where and why we experience conflict • How people change when in conflict • Examined strategies to deal with conflict • Top Tips might work for you • Please fill out feedback forms  liz@khrconsulting.co.uk www.khrconsulting.co.uk