Effective OR & SPD Communication/Human Relations; I do that; or do I?

1. Effective OR & SPD Communication/Human Relations; I do that; or do I? Cheron Rojo, AA, CRCST, CIS

2. Objectives: • Explain the need for effective communication & human relation skills in the OR and SPD • Review and discuss situational events with the OR and SPD that happen daily • Explain Teamwork factors • Discuss communication (walls) between SPD technicians, shifts, and the OR • Discuss the steps/actions of complaint recovery process • Review the use of effective speaking and listening tactics of effective communication & human relations in the SPD and OR arena’s

3. Why the need for effective communication within in the SPD, OR, and between them? Patient Safety

4. Issues in Communication/Human Relations can cause….. • Loaner tray mix ups/delays • Flashing of instruments • Incomplete trays/set-up • Wrong instruments/sets pulled/delivered for case • Prioritizing • Wrong items opened in OR room • Incomplete counts in OR room • Delay in cases

5. How often do we have communication issues between the OR and SPD?

6. Communication

7. Communication: Is the process of transmitting information and understanding from one person to another by the use of words and non-verbal expressions

8. Communication Myths • Words mean the same to everyone, like: soon and early • Words are the primary way we communicate • Communication is a one-way process, the sender tells the receiver. • A message should contain all possible information • We only communicate when we want to

9. Communication walls/Barriers: • Differing perceptions • Lack of knowledge/experience • Emotions too high • Personality • Language barriers • Very tense/stressful environment

10. Bad Listening Habits: • Don’t give people a chance to talk • Interrupt people when they talk • Never look at them when they talk • Never smile • Argue with everything being said • Walk away when the person is talking • Act as if they “know-it-all” • Finishing sentences for people

11. Effective listening skills: • Concentrate on the message, not on how it was delivered. • Allow the person to finish the message • Don’t let an uncomfortable environment distract you • Search for special meaning in the message • Don’t tune out the message if: irritated and bad past history • Do not let emotions influence you (we hear what we want to hear)

12. Basic Speaking Tactics: • Know what you want to say, stay on track • Stay focused, do not ramble, or talk about things that are not critical to your message • Speak enthusiastically, show interest • Think about the listener’s background, and speak in a way that helps assure that the message is accurately received. Use feedback

13. Shift Wars, why? • Not seeing what each shift does • Each shift has different duties/tasks/priorities • Rumors/gossip • Staff shortages Results in: • Lack of trust • Constant arguments • Blame game

14. Rumors: Information circulated without a source

15. Managing Rumors….. • Ask “Is the rumor true?” • “why am I being told?” • “Does that person really have access to that information?” • “Can the information be confirmed?” • Do not repeat the information

16. Human Relations

17. Human Relations: Involves the development and maintenance of effective interpersonal relationships.

18. Personality Types: Theories Type ACan be described as: Impatient, time-conscious, concerned about their status, highly competitive, ambitious, businesslike, Aggressive, difficulty relaxing.

19. Personality Types: Theories Type BIndividuals are described as: Patient, relaxed, easy-going, generally lacking any sense of urgency

20. Types in Difficult Behavior/Barriers • The Tank: They behave in an abusive, abrupt, intimidating manner, leaving their victims on the defensive, overwhelmed, and powerless. • The Exploder: temper tantrum. Can lose control, by shouting or saying regrettable things, holding things inside until the volcano erupts. • The Complainer: Finds faults with everything, on how you are doing your job to the whether how someone else should be doing or not doing something.

21. Types in Difficult Behavior/Barriers • The Clam: who reacts to your questions or attempts to engage them in conversations with silence, a grunt, or some yes or no, usually masks fear, anger, or a spiteful refusal to cooperate. • The Wet Blanket: responds to any questions or proposal with a quick and negative response. Usually they say “It won’t work, or “It’s no use”. They use this attitude to escape their own feelings of powerlessness and incompetence. They incrust a basic bitterness about themselves, other, and life.

22. Types in Difficult Behavior/Barriers • The Know-It-All: is the bulldozing expert on all matters. Usually leave others feeling dumb or worthless. They often react to others facts or knowledge with irritation, anger, or withdrawal.

23. Generations Pic of three techs with fists at each other

24. Generational Cohorts • Traditionalists born before 1946 75 million • Baby Boomers born 1946-64 80 million • Generation X born 1965-77 46 million • Millennials generation Y born 1978-1990’s 76 million

25. Traditionalsit 64+ ValuesWorkplace Practice • Loyalty Long tenure, stable • Obedience Belief in leaders • Duty Do the best for the company, common good • Hard work pays off Hard workers, thorough

26. Baby Boomers 46-64 ValuesWorkplace Practice Optimism Believe success is attainable Competitive Driven, willing to work hard, whatever the cost Personal Gratification Appreciate rewards, success Personal Growth Seek new Challenges Coolness Savvy, image-conclusion, admired Social causes are important Service oriented, fight for beliefs

27. Generation X 33-45 ValuesWorkplace Practice Self-reliance Adaptable, independent, problem solvers, entrepreneurial Life balance Life outside of work Techno literate Computers as tool to balance life Diversity is a given Welcome other ideas as equal Cynical, Informal Uninitiated by authority

28. Millennials Gen Y 32 and under ValuesWorkplace Practice Team-oriented Sociable, peer-oriented World-wide reach Diversity is a given, socially responsible Technology is life Fast-paced in all things Socially conscious Employer’s mission matters Confidence Willing to share ideas despite tenure Adult-oriented Seek frequent guidance

29. Positive Human Relations Maintain a sound working relationship by: • Acting professional at all times • Get involved/participate • Promote cooperation among your co-workers, helping others, by sharing knowledge and experiences. • Working as a team

30. Team Work

31. Teamwork Several factors must be present for teamwork to occur: • Cooperation • Promptness • Trust Most important: Attitude

32. Team work • To be successful, you must work as a team with each other and other departments • What one does (or does not do) affects the work of others and the success (or failure) of the whole SPD and OR arena

33. Effective Teams • Group leaders do not dominate the team • Group members feel free to express their feelings and views • Here is seldom a power struggle between group members • There is generally group consensus-not just a simple majority rules • There can be healthy disagreements between group members • Common goals are defined and accepted by group members • A cross-functional group, resolve issues

34. Effective Teams Teamwork is beneficial: • Increase patient satisfaction levels • Improve productivity • Increase employee job satisfaction • Improve the work environment, common purpose • Decrease job-related stress

35. Complaints

36. Complaints, we don’t have that? • Don’t talk down to the other person • Don’t take it personal • Don’t blame another person or department • Don’t argue • Don’t show you were “right” • Don’t become angry

37. How to Handle Complaints • Apologize for the problem • Pay attention to what the person is saying • Empathize with the person • Offer solutions, and other person involved • Be sure to follow-up, to assure that the problem has been resolved • Ask questions, which will help to calm down the other person • Take notes

38. Some Final Thoughts

39. Final Thoughts: • Try to speak in an area of less distractions • Look directly at the person, making sure you have their attention • Ask opened ended questions • Use words, phrases, & terms that are familiar to other people • Allow time for information to be absorbed • Don’t ever be condescending, can provoke anger

40. Final Thoughts: • Think about how you present yourself • Be calm and relaxed • Begin your conversation in a social way • Use a non-demanding approach • Use humor, when appropriate • Never jump to conclusions

41. Final Thoughts, Positive Relationships The collaboration between the OR and SPD takes time and hard work to, build and maintain.

42. References: CRCST Manual, 7th Edition, IAHCSMM, 2006 CS Leadership Manual, IAHCSMM, 2010 “Collaboration between Perioperative Nurses and Sterile Processing Department Personnel, Rose Seavey, AORN Journal, April 2010 Communication Principles, Marilyn Conde, June 2010 Dealing with Difficult People, Martha Dennis Christiansen, Sam Cochran, Julie Madison Corkery, University Counseling Service, The University of Iowa, 2000 The Multi Generational Workforce, Kasey Comnick, August 2010