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Strengthening Communication Among Healthcare Providers Kaleida Health Mentor Program.

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Presentation on theme: "Strengthening Communication Among Healthcare Providers Kaleida Health Mentor Program."— Presentation transcript:

1 Strengthening Communication Among Healthcare Providers Kaleida Health Mentor Program

2 What would it be like to go to work knowing that you are a part of a team and that your team won’t let your patient or you down? No matter what... -Maude Dull, MD

3 Research supports Patient care is negatively impacted when healthcare professionals: Engage in inappropriate communication and/or behavior Don’t speak up when confronted by disruptive or problematic communication, behavior, decisions or actions of a colleague

4 Joint Commission July 9 th 2008 Publication: Supports previous research regarding the impact of intimidating and disruptive behavior on patient safety and staff satisfaction

5 Joint Commission: Poor communication Fosters medication errors Increases the cost of care Contributes to poor patient satisfaction and preventable adverse outcomes Leads to poor employee satisfaction and turnover of staff Employees who stay are likely to be less satisfied, engaged and productive

6 RN Perception Nationally: 65% Nurses report verbal abuse experienced personally 77% work with those who engage in it 52% report it as often and frequent (Critical Care Nurse,2006) Kaleida Health: 90% of RNs have experienced verbal abuse Almost half rated their handling of the situation either “poor” or “fair” 45% of the incidents of verbal abuse were perceived to impact patient care by the RN (RN Perception Survey, Kaleida Health, 2008)

7 Inappropriate/ negative communication is the result of: Oppression theory Low self esteem Immature coping skills Lack of interpersonal skills and/or conflict resolution skills

8 Even if we don’t engage in it, why don’t we speak up when we witness it? Subordinate relationships among healthcare providers “Not my job”, not in a management position Afraid of confrontation Low self esteem, lack of confidence in ability to confront disruptive behavior or communication Fear of retaliation

9 Failure to confront “witnessed” disruptive or negative communication or actions: Witnessing disruptive behavior or communication or poor or incompetent practice and DOING NOTHING is as problematic as those who engage in it

10 Can we choose to do nothing? No, as healthcare professionals, our first obligation is to our patients!!!

11 Change the culture of silence Initiate conversations immediately and directly when inappropriate behavior is demonstrated

12 Inappropriate behavior and/or communication Overt behaviors Covert behaviors

13 Overt behaviors Name calling Bickering Fault finding Backstabbing Criticism Gossiping Eye rolling Shouting Blaming Using put-downs Raising eyebrows Intimidation

14 Covert behaviors Unfair assignments Sarcasm Ignoring Making a face Refusing to help Sighing Whining Refusing to work with someone Isolation Exclusion Fabrication

15 How you deliver the message is as important as the message itself Non-verbal communication accounts for 90- 95% of communication Be aware of what you are saying non-verbally

16 Other Indicators of Inappropriate Communication in an Organization Poor employee satisfaction scores High turnover rates Morale issues Cliques Numerous incident reports Absenteeism Job hopping

17 Consequences of Consistent Inappropriate/Negative Communication (Suffering) Decreased self-esteem Depression Poor concentration Forgetfulness Fatigue & loss of sleep Indecisiveness Anxiety Migraines Nightmares Obsessive thinking about a bully Poor physical health Suicidal thoughts

18 Consequences of Consistent Inappropriate/Negative Communication (Suffering) The Bottom Line: Decreased optimal care for patients and increased incidents with increased risk for injury!

19 Impact on Retention?

20 New Nurses: Recruitment & Retention Research “ 60% of all newly Registered Nurses leave their first position within 6 months because of some form of negative communication/lateral violence perpetrated against them.” Griffin, M. (2004). Teaching Cognitive Rehearsal as a Shield for Lateral Violence: An Intervention for Newly Licensed Nurses. Journal of Continuing Education in Nursing, 35(6), 257-263.

21 Recruitment & Retention Research Cost: Turn-over has a huge financial impact on a healthcare facility Cost of turn-over is 1.5 to 2 x’s the annual salary of the healthcare professional, i.e., the cost of losing an RN is $60,000 to $80,000

22 How do you change culture?

23 Who can change culture?

24 Communication and Conflict Resolution Communication is a skill Communication starts with active listening Conflict resolution is a higher level skill built on effective communication and active listening plus….

25 Communication 101 DEPERSONALIZE: The more inappropriate communication is, the less you have to own it!!!!”

26 Communication 101 Being able to depersonalize inappropriate communication and/or behavior allows us to effectively begin the process of conflict resolution When we do not feel diminished or upset we can focus on the goal

27 “No one can make me feel inferior without my consent” Eleanor Roosevelt

28 Communication 101 Two goals of any conversation including conflict resolution: Good working relationships with co- workers Safe and optimal patient care

29 Conflict resolution 101 Make positive assumptions Keep goal of communication in mind If you meet with resistance…”I don’t know what you’re talking about”, “whatever”..,” you’re crazy”, don’t respond to the words, respond to the feelings and keep focused on goal, “You’re getting upset, that’s not my intent”. Repeat goal of conversation

30 Communication Tools L isten to others perception E xplain your perception A cknowledge differences and similarities R ecommend an action N egotiate agreement

31 Communication Tools D escribe the situation E xpress concerns S uggest alternatives C onsequences of actions

32 Disruptive Physician Behavior Results from unfair demands placed healthcare professionals MDs feel impact of reimbursement changes, decreased LOS, increasing malpractice rates, frequent interruptions and longer work hours MDs often feel they have to “defend” decisions to everyone: nurse, pharm, attendings, and patients and families threatening to sue MD and nurses often feel they operate from two different perspectives

33 Communication Breakdown Reasons for communication breakdown between nurse and physician Disagreement over discharge orders Disagreement over treatment plan Misunderstanding the other’s rationale for action or for delay in meds or treatments

34 Disagreement over discharge orders Focus on: Patient safety, danger or harm to patient Ethical considerations

35 How to change the communication outcome Know what you are going to do and say prior to calling Identify yourself and the patient Have current labs and vital signs ready Use critical thinking skills, know what is needed Be direct, ask for what your patient needs and you want Repeat orders out loud and summarize conversation and decision(s)

36 SBAR Communication tool developed to ensure healthcare professionals communicate effectively and deliver safe and quality care Ensure that information given by the nurse is clear and concise

37 SBAR S ituation - what is going on with the patient B ackground - clinical context, information A ssessment - what you think the problem is R ecommendation - how you think the problem should/can be corrected

38 If you had the tools to cure a critical illness, wouldn’t you use them? -Maude Dull, MD

39 If communication remains disruptive If inappropriate communication continues: tell MD that you need to hang up or stop the conversation until able to do so without raised voice or inappropriate behavior, as the conversation is not productive Hang up or end the communication Notify your charge nurse, manager or supervisor of the conversation

40 Enhance effective communication between nurse and physician Strategies include: Request that MDs call nurses by name Develop strong, professional relationships with physicians Focus on shared goal: patient safety and quality care Become skilled at SBAR and assist new nurses in its use Role model effective conflict resolution techniques

41 Strengthen communication between nurses and physicians Help educate physicians on nurse’s role Remind physicians we are on the same team with shared goals Keep patients the focus of conversations and specifically quality care and safety Promote solidarity within nursing staff Acknowledge positive relationships with physicians Take personal responsibility for communication breakdowns and use tools Promote nursing, professionalism via education and certification

42 Take Control Empower Yourself Create the kind of work environment you want to work in Deal with conflict proactively and professionally Address the behavior, not the person 99% of all conflict is miscommunication Learn to be an effective communicator

43 Attitude is Everything!

44 Expected Behaviors of Professional Nurses Do not gossip, do not listen, do not have conversations with “absent participants” Work cooperatively despite feelings of dislike Don’t denigrate team members Be willing to learn and help Be respectful of everyone Put patients first Focus on outcome goals when conflict arises

45 Conclusion: New Culture It is up to every employee to create a new culture of safety where the promotion of value and respect is everyone’s responsibility

46 Conclusion: New Culture Joy at work, creating a community of caring for each other as well as our patients and families is possible if each employee sees ending inappropriate communication as an opportunity to change and improve our culture

47 Stop being a victim, empower yourself Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that frightens us. We ask ourselves, who am I to be brilliant, talented, gorgeous, fabulous? Actually who are you not to be. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine, as children do. And as we let our own light shine, we unconsciously give others the permission to do the same. As we are liberated from our own fear, our presence automatically liberates others. “A Return to Love ;Reflections on the principles of A Course in Miracles”, Marianne Williamson, used in a speech by Nelson Mandela

48 Create a new culture. Don’t let up. Be relentless. Empower. -John P. Kotter

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