CHAPTER 6 GETTING PEOPLE TO WORK TOGETHER

1. CHAPTER 6GETTING PEOPLE TO WORK TOGETHER

2. The Five Elements of Communication • Encoder • Message • Sensory channel • Decoder • Feedback

3. Verbal Uses words Written Spoken Language is mutually understood Able to control the communication Nonverbal Set of behaviors Conveys messages without words Unconscious More difficult to control Channels of Communication

4. The Basic Listening Sequence

5. Listening is the Most Critical of All Communication Skills

6. Components ofThe Basic Listening Sequence • Eye contact • Attentive body language • Vocal qualities • Verbal tracking

7. Seven Principles of Effective Communication • Information-giving alone is not communication • The sender is responsible for clarity • Use simple, precise language • Feedback should be encouraged • The sender must have credibility • Acknowledgment of others is essential • Direct channels of communication are best

8. Assertiveness in Communication

9. Assertiveness • Allows people to stand up for themselves without violating the rights of others • Uses “I” statements • Does not force an agreement between participants • Promotes clarification of each other’s positions

10. Misconceptions of Assertive Communication • All communication is either aggressive or passive • People who communicate assertively always get what they want • Assertiveness is unfeminine • Assertiveness and aggressiveness are the same

11. Effective Communication in the Workplace

12. Barriers to Effective Communication • Physical barriers • Psychological barriers • Semantic barriers

13. Communication with Colleagues

14. Telephone Etiquette • Always identify yourself • Be courteous • Indicate a willingness to help • Indicate your reason for calling • Speak clearly • Clarify instructions or directions

15. Technology and Communication

16. Types of E-Communication • E-mail • Computerized documentation systems

17. Potential Benefits of Computer-BasedClient Information Systems • Increased hours for direct patient care • Patient data accessible at bedside • Improved accuracy and legibility of data • Immediate availability of all data to all members of the team

18. Potential Benefits of Computer-BasedClient Information Systems • Increased safety related to positive patient identification, improved standardization, and quality • Decreased medication errors • Increased staff satisfaction

19. Guidelines for UsingE-Communication

20. “Netiquette” • If you were face to face, would you say this? • Follow the same rules of behavior online that you follow when dealing with people personally • Send copies of information only to those individuals who need it • Avoid being inflammatory–remarks intended to cause a negative reaction

21. “Netiquette” • Do not write in all capital letters – this indicates anger • Respect other people’s privacy • Do not abuse the power of your position • Proofread your e-mail before sending it (Adopted from Shea, V. Netiquette)

22. Guidelines for Facilitating Good Communication • Practice active listening • Communicate genuine concern and interest • Provide the employee with adequate information • Use the team member’s ideas in the plan of action

23. Guidelines • Maximize feelings of self-respect • Focus on team members’ abilities to help themselves • Do not minimize the value of time allowed to learn • Praise competent performance • State expectations clearly, and identify key points

24. Guidelines • Be willing to look at alternatives that others think are important • Demonstrate respect for the values and dignity of all team members • Depersonalize potential conflict situations

25. CommunicatingClient Care Needs

26. Developing theChange-of-Shift Report • Report has been a “nursing tradition” • It is an accepted method of communicating client care needs • Pertinent information is relayed from one nurse to the next

27. Information for the Change-of-Shift Report

28. Identify the client • Include the client diagnosis • Account for the presence of the client in the unit • Provide the treatment plan • Document client responses to current treatments (e.g., reactions to antibiotics) • Omit personal opinions and value judgments

29. Methods of Giving Report • Face to face • Use of computer printouts • Taped report • Walking rounds

30. Team Conferences • Interdisciplinary team conferences involve all individuals caring for the client • Information is shared among the disciplines • Key to success is to present the information in a clear, concise manner

31. Communicating with Other Disciplines

32. Calling Physicians • Make sure that all the information needed is available • Vital signs • Medication record • General assessment of the client’s present status • Document the call and the instructions

33. Communicating with Clients and Their Families

34. CLIENTS AND THEIR FAMILIES • Occupy a major portion of the nurse’s day • Nurses teach clients and their families • About medications • About the client’s condition • About the treatment plan • About procedures

35. Clients and Families • Nurses need to recognize the signs of an anxious or angry client • Promptly intervene to defuse the situation

36. Helpful Hints • Communicate clearly and concisely • Only give the most pertinent information • Allow time for questions and answers

37. Giving and Providing Feedback

38. Feedback • Process of giving and receiving evaluative feedback is an essential leadership responsibility

39. Reasons for Giving Feedback • Reinforces constructive behavior • Discourages unproductive behavior • Provides recognition • Develops employee skills

40. Guidelines for Giving Feedback

41. Do: Include positive comments Be objective Be specific when correcting someone Treat everyone the same Correct people privately Don’t: Focus on only the negative Let personalities intrude Be vague Play favorites Correct people publicly Do’s and Don’ts for Giving Feedback

42. Giving Helpful Feedback • Give both positive and negative feedback • Give feedback immediately • Give feedback frequently • Give negative feedback privately

43. Giving Helpful Feedback • Base feedback on observable behaviors • Communicate effectively • Include suggestions for change

44. Giving Negative Feedback

45. Negative Feedback • Providing negative feedback is just as necessary as providing positive feedback, but probably more difficult to do well • Too often, negative feedback is critical rather than helpful

46. Negative Feedback • Providing no negative feedback at all is the easiest but least effective solution to the problem of being too critical • Unsatisfactory work must be acknowledged and discussed

47. The TACTFUL Approach • T=Think before you speak • A=Apologize quickly if you have made a mistake • C=Converse; do not be patronizing or sarcastic • T=Time your comments carefully • F=Focus on behavior, not personality • U=Uncover hidden feelings • L=Listen for feedback

48. When You Should Ask for Feedback • When you do not know how well you are doing • When you receive only positive comments

49. When You Should Ask for Feedback • When you receive only negative comments • When you believe that your accomplishments have not been recognized

50. Evaluative Feedback