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DIFFICULT DIALOGUES : Giving and Receiving Bad News

DIFFICULT DIALOGUES : Giving and Receiving Bad News. Sandra L. Frazier, MD UABHS Physician Health Officer. OBJECTIVES. Participants will learn: The importance of listening Different personality styles Formulas to give difficult feedback. LISTENING:.

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DIFFICULT DIALOGUES : Giving and Receiving Bad News

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  1. DIFFICULT DIALOGUES: Giving and Receiving Bad News Sandra L. Frazier, MD UABHS Physician Health Officer

  2. OBJECTIVES • Participants will learn: • The importance of listening • Different personality styles • Formulas to give difficult feedback

  3. LISTENING: • THE MOST CRITICAL SKILL • A success, business skill • If you listen, they are more likely to • Others must feel “heard” • Traits of good listeners ?

  4. Ask questions Lean forward Occasionally nod their head Look at you Eliminate distractions Respond verbally/nonverbally GOOD LISTENERS

  5. WHAT IS YOUR PERSONALITY STYLE? Extrovert or Introvert ? Fast mover or Slow mover?

  6. E RELATOR INITIATOR S F ANALYZER DRIVER I

  7. PROS Best brainstomer Energetic, creative Positive, upbeat CONS Not very practical Too “chipper” Loud, noisy INITIATOR (SOCIALIZER)

  8. PROS Best in crisis Focused Multitasker CONS Can be autocratic Serious Blunt, abrupt DRIVER (COMMANDER)

  9. PROS Detailed, accurate Critical thinkers Independent CONS Obsessive Indecisive Slow, methodical ANALYZER (TECHNICAL)

  10. PROS Good listener Team player Nurturer CONS Indecisive Over sensitive Over involved RELATOR (AMIABLE)

  11. ADAPTING YOUR STYLE To Initiators – “It’s a great day, etc. I need your help… To Drivers - send email. “I need your 1 or 2 sentence feedback on…” To Analyzers – “I need your help analyzing some data” To Relators - “I’d like to talk to you….”

  12. GIVING DIFFICULT FEEDBACK CONSTRUCTIVELY Eliminate “constructive criticism” Eliminate “but”, “however” Brainstorm with others Script it out and practice Determine the level of risk

  13. 3 FORMULAS • “2 and 2” – give 2 specific positives and 2 specific improvements • F – State Facts I - State Impact R - Give Respect R – Make Request • U - Understand other’s point of view 1st S - State your Situation A - Alternative Action

  14. RECEIVING DIFFICULT FEEDBACK • Learn to receive criticism. Look for any truth. • Stay calm. Take a break if necessary. • Admit you are wrong if you are • Proactively work on shortcomings/weaknesses. • Give everyone the benefit of the doubt. • Be a good listener!

  15. CASE SCENARIOS

  16. CASE 1 A faculty member constantly interrupts you during the monthly staff meeting. What would you say?

  17. CASE 2 One of your most clinically skilled faculty members keeps patients waiting to be seen for at least an hour past the scheduled appointment time. Many patients are threatening to find another doctor. How would you give him/her this feedback?

  18. CASE 3 You appointed a faculty member Project Director over an important research project as a reward for her hard work. However, she has performed poorly and does not have good leadership skills. You have decided to remove her from the position. How do you approach her?

  19. Resources • Difficult Conversations, by Douglas Stone, et al • Crucial Conversations, by Kerry Patterson, et al • Dealing With Different, Diverse, and Difficult People, -audio series, by Barbara Braunstein

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