Transcript Passion for Excellence Module III

Welcome
Passion for Excellence
Module III of III
Passion for Excellence Series
• Module I:
– Identified service needs as told by our
patients
– Described the application of CVC guiding
principles to our work
• Module II:
– Identified and practiced skills that support
the CVC guiding principles
– Described the elements of positive
organizations and application to our
workplace
Module III Objectives
• Identify five conflict resolution styles and
when to use them
• Identify techniques for difficult situations
• Learn a proactive approach to conflict and
problem solving: Interest-based Approach
• Practice the steps of service recovery
p.23
Agenda and Guidelines
Agenda:
• Conflict Resolution
• Techniques for Difficult Situations
• Interest-based Approach
• Service Recovery
Guidelines:
• Be present
• Be timely
• Be respectful
p.23
It’s not about the building…
Core Value: Collaboration
• We resolve conflicts and share differing opinions
with others directly and respectfully in a manner
that allows the other person/department to
respond directly and work to resolve.
• We recognize that no one of us can do our job
alone, we need the team
• We value, respect and honor the
multidisciplinary approach to care and the
diversity of our team members
•
• With our colleagues, we provide feedback or
rather, “feedforward”
p.23
What “is” conflict?
Any situation
where your opinions, concerns, or desires
are different
from another person’s.
p.24
Differing Opinions…
…simple difference
of opinion
•
… or a
heated
argument.
The more we care about something, the more
intense the conflict.
Conflict situations may include…
• Patients
• Patient families
• Colleagues
• Other Departments
p.24
What causes conflict
• Expectations
• Giving unwelcome information
• Cumulative stress
• Personal styles and preferences
• Triggers (Source: Manpower)
– Phrases
– Tones
– Treatment
p.24
Giving Unwanted Information
Feedforward
Give someone suggestions for the future
Marshall Goldsmith
Director of the Alliance for Strategic Leadership
http://www.marshallgoldsmith.com/
Why Feedforward?
• We can change the future. We can’t
•
•
•
•
change the past.
It can be more productive to help
people be "right," than prove they were
"wrong."
Can come from anyone who knows
about the task.
Tends to be faster and more efficient
than feedback.
Can be a useful tool to apply with
managers, peers and team members.
Activity: Feedforward
- Choose one behavior you’d like to work on
- Talk to as many people as possible
- Describe the behavior and ask for a suggestion
for achieving a positive change in the behavior.
- Listen to suggestions without commenting on
them.
- Thank others for their suggestions.
- Repeat the process and offer a suggestion to the
other person.
Trigger Phrases
– “Can you call back another time”
– “I don’t know anything about that”
– “It’s really not that difficult…”
– “Sorry, but we’re short staffed today….”
– “That is against THE RULES”
p.25
Trigger Tones
– Being sarcastic, condescending or
uninvolved
– Being too quiet and soft can seem like a
lack of interest and concern on your part
p.25
Trigger Treatment
– Sending them off to someone else instead
of taking ownership of the problem
– Treating the customers as if they are an
interruption or a bother
– Referring to the patient as their disease or a
body part not seeing them as a whole
person
– Talking about patients where they can hear
us
p.25
Reacting to Conflict
• Human brain sorts data
• It sets off protective emotions first: fight or
flight hormones
• When the hormones are finally used up, then,
thinking begins
• Cumulative effect: stress builds up and our
flexibility shrinks
p.25
What do you do if your
disagreement becomes a
conflict?
Conflict Management Basics
1. Know your approach to conflict
2. Become familiar with different approaches to
conflict
3. Consider what conflict response is appropriate
for different situations
4. Be aware of your own tendencies to overuse
some conflict responses and underutilize
others.
p.26
Know Your Approach to Conflict
1. Are you more relationship focused or
goal focused?
2. Are you direct or indirect?
3. Are you emotional or non-emotional?
4. Do you frustrate easily or are you
easy-going?
p.26
Conflict Responses
Cooperation
Accommodating
Collaborating
Compromising
Avoiding
Competing/Forcing
Assertion p.27
Accommodate
Put aside your needs and
desires and acquiesce to the
other person’s
requests/demands.
Avoid
Side-step or withdraw
from the conflict situation.
When you prevent/postpone
conflict, it remains
unresolved and neither party
wins.
p.27
Compromise
Resolve the conflict
quickly and efficiently by
seeking a fair and equitable
split between the two
positions.
Compete/Forceful
Seek to win your position
at the expense of the other
party losing theirs.
Collaborate
Cooperate with the other
party to try to resolve a
common problem, Join with
other party to compete
against the situation instead
of each other.
Activity: Assessment of Your
Conflict Handling
Assess your approach to handling
conflict by completing the
assessment in your manual
-
Discuss as a class
p.28-31
Video: Dealing with Conflict
• View the video clip
• Identify the different approaches to conflict
• Share with the group
p.32
Activity: What conflict response is
appropriate for different situations?
With your table group, discuss what
conflict management approach is
appropriate for different situations
Debrief with class
Time: 10 minutes
p.35
Techniques to Use in the
Moment
Breathe Deeply
Acknowledge Your Regret
Buy Yourself Time:
- Could you excuse me for a moment?
- Is there a place where we can discuss this in
private?
Clarify the Issue:
- Can you describe what happened?
- Could you give me an example?
- Help me understand…
p.36
Techniques for
Difficult Situations
• Be Assertive
• Be Timely
• Be Factual
• Keep it Private
• Actively Listen
p.36
Be Assertive
• “I” Statements instead of “You”
Statements; check your tone of
voice and body language
• Broken Record
Repeat an assertive statement two or more
times without giving excuses, apologies,
explanation and without giving in.
p.36
• Empathic Assertion
– A two-part statement that conveys
recognition of the other person’s feelings,
goals or situation along with a simple
assertion.
• Confrontive Assertion
– Appropriate when the other person has
violated a promise or expectation. A three
part statement is used:
• I heard you say you would (fill in
promise) but…
• what I see/hear/observe… (fill in).
• Now I need you to…
p.36
Activity: Assertiveness
As a large group:
• Name some difficult interactions where an
assertive message is needed
In your table groups:
• Develop an assertive message for one of the
difficult interactions
Share with the larger group
Time:15 minutes
p.37
• Be Timely
– When there is least pressure.
– Soon enough to avoid future problems.
– When your emotions are in check
• Be Factual
– Describe what bothered you
– Dismiss your assumptions, opinions and
theories
– Ask the other person to describe their
p.37
memory of what happened
• Keep it Private
– Choose time and place carefully and
thoughtfully
– Be sure others cannot overhear
– Avoid calling attention
• Actively Listen
– Listening v. Hearing
– Clarify
– Paraphrase
– Check for Non-verbals
p.37
If you’re not ready…
…that’s OK.
• Sleep on it
• Talk to a trusted friend or co-worker
• Review your interests in pursuing this
conflict resolution
p.37
Interest-Based Approach
A
B
From:
To:
Problem
A
B
Dynamics of Interest-Based
Position:
Where I stand, what I’m saying “should” happen.
Issues:
The real problem. What needs to be resolved.
Interests:
My underlying needs that must be addressed.
p.38
“Positional” discussions…
The parties…
 start with solutions
 assume the “pie is limited,” and each
wants the biggest piece
 assume that a win for me = a loss for
you
 assume we are opponents
 assume there is one right solution:
mine
 feel they must stay on the offensive
 feel a concession is a sign of weakness
p.38
“Interest-based” Discussions…
The parties…
 start with an interest in
developing/preserving the relationship
 educate each other about needs
 jointly problem solve
p.38
Attitudes in interest-based
bargaining:
 The pie is NOT limited
 The goal is win-win
 The needs of ALL parties must be
addressed to reach agreement
 Parties are cooperative problem solvers
 The relationship is important
 There are probably several satisfactory
solutions
p.38
Key Principles of the
Interest-Based Approach
I.
Educate
…first, problem solve later
… and be educated by the other party
… each other about interests, standards
and criteria, relevant data and history
II. Problem Solve
 Present issues as mutual problems to be
mutually solved
 Work on solving the other person’s
problems as well as your own
p.39
Identifying Interests - Practice
Use your imagination to identify the
likely interests of both parties in the
following scenarios.
I. Wife and husband want to take a
vacation together. The wife wants to go
hiking in Colorado. The husband wants
to visit museums in the city.
Wife’s interest
Husband's interest
Identifying Interests - Practice
II. A single patient recently had surgery. She
came into the ED with a lot of pain. She
had a kidney stone. She insisted on being
admitted in order to have it removed. Her
doctor insisted that she go home. He did
not want her having surgery again so soon.
Patient’s interests
Physician’s interests
Video: Smoking Outside the
Hospital
View Video Clip from U-Factor
Answer:
• What is
• What is
• What is
• What is
the
the
the
the
security woman’s position?
smoker’s position?
security woman’s interest?
smoker’s interest?
p.39
Activity: Managing Conflict
Purpose: Identify the positions – issue – interests
of a conflict
Agenda:
Limit:
1. Identify a personal or workplace
conflict/difficult situation
2. In your small group, choose one
of your difficult situations.
3. Identify positions and interests
4. Identify the probable issue (if time)
20 minutes
p.40
Dynamics
Position:
Where I stand, what I’m saying “should” happen.
Issues:
The real problem. What needs to be resolved.
Interests:
My underlying needs that must be addressed.
When we’re not at our best…
p.40
…there’s Service Recovery
• Whose job is it?
• When do we use service recovery?
• Why do we care?
p.40
Activity: Your Experience with
Service Recovery
 Identify a time when you had to practice
service recovery
 What did you do?
 What challenges or barriers did you face?
 Share with the group
p.41
Service Recovery Process
1.
2.
3.
4.
5.
6.
7.
Apologize
Listen
Agree to resolve
Go the extra mile
Thank the person
Follow up
Document and learn
p.41
Solving the Problem with the
Customer
• Involve the customer in the problem solving
• Never pressure the customer into a solution
• Phrases that help move the process forward:
– What can we do to start to resolve this issue
–
–
–
–
now?
I think I’m clear about the issue. Let me
make sure….
Help me with this….
I don’t know about these customs. Can you
tell me….
How would you like to be included in this
conversation?
Activity: Practicing Service
Recovery
Divide into groups of three
• Read the first service recovery scenario
• Choose roles: patient, provider, observer/coach
• Apply service recovery steps to the scenario
• Debrief:
• What were the major obstacles to success?
• What service recovery steps did the
provider take?
• How could the service recovery be
improved?
Time: 30 minutes
p.41-42
•
Passion for Excellence
Series Review
• Module I:
– Heard from our patients what they want and
value
– Identified the CVC service principles
• Module II:
– Practiced skills to support our service
principles: i.e. active listening
– Defined our Best Self
• Module III:
– Practiced Interest Based Problem Solving
– Practiced Service Recovery
Congratulations…
…for going the extra mile!
We recognize and appreciate your dedication to
Service Excellence
Dr. Pinsky
Cardiovascular
Medicine
Dr. Eagle
Dr. Prager
Dr. Stanley
Cardiac Surgery Vascular Surgery Cardiovascular
Medicine
Thank you!
Dreams, Passion, Change
Every great dream begins with a dreamer.
Always remember, you have within you
the strength, the patience, and the passion
to reach for the stars
to change the world.
Harriet Tubman