JENNIFER BASARAB-TUNG ABDOMINAL SURGERY ROTATION Communication and Conflict Resolution in the OR.
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Transcript of JENNIFER BASARAB-TUNG ABDOMINAL SURGERY ROTATION Communication and Conflict Resolution in the OR.
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JENNIFER BASARAB-TUNGABDOMINAL SURGERY ROTATION
Communication and Conflict Resolution in the OR
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Why Is This Needed?
We as anesthesiologists sensed a need for improvement in mutual communication skills Surgical chiefs agree this need is present
Effective communication is one of the 6 core competencies that must be demonstrated for successful completion of residency
Poor teamwork and communication are key factors responsible for medical errors Poor communication identified as the root cause
of 35% of anesthesia-related sentinel events
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Can Communication Be Taught?
Some might say “you can’t teach an old dog new tricks,” but…
Students are interested in learning about this… In a study that surveyed Iranian medical students, positive
attitudes toward learning communication skills were more prevalent than negative attitudes
Interestingly, positive attitudes were more prevalent and negative attitudes less prevalent in female medical students and those in the basic science portion of their training Indicates that we enter medical school knowing that
communication is important, but it seems to be lost on us later in our training
And specific interventions for physicians have been successful (see next slide)…
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Teaching Communication Skills
In a 2011 study, oncologists were randomly assigned to a brief palliative care-focused communication skills training course using patient actors 11-hour workshop in small groups followed by 30
minutes of individual coaching Pre- and post-intervention assessments of skills Intervention improved communication skills
significantly and with moderate to large effect size Both global communication skills and skills with respect
to palliative care discussions were improved
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Communication and Conflict
Breakdowns in communication are one of the most frequent causes of conflict in health care Unresolved conflict in turn creates an impediment to
communication and undermines the teamwork that is necessary for good patient care
The OR is at risk for conflict because: There are many different professionals with overlapping
and sometimes poorly delineated responsibilities Two physicians sharing equal responsibility for patient Complex, high-pressure work environment Sleep deprivation and stress affect interactions Ethical conflicts and conflicts of interest may emerge
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Anesthesia-Related Sources of Conflict
Postponement/cancellation of cases How we communicate this to surgeons can potentially
have a positive or negative effect on how they perceive it
Some information is usually lost in the interactionChanging anesthesiologist assignment just
before the beginning of a caseDouble-coverage causing delays in induction
and emergence
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Conflict Resolution in General
Five basic mechanisms of conflict resolution Avoidance – unlikely to be useful in the OR because
conflict is prevalent in this environment Yielding – one side acquiesces to the other;
appropriate when one party recognizes that they are in error
Collaboration – the preferred approach, which focuses on achieving goals together and is a “win-win” system
Compromise – both sides make trade-offs Competition – conflict is seen as a zero-sum game
that is won by one party and lost by the other
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Conflict Resolution in the OR
Conflict resolution in the OR requires participation at the institutional and individual levels
Institutional: Establish an institution-wide conflict management
program Build a culture that welcomes normative conflict
resolution Foster group cohesion
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Conflict Resolution in the OR (continued)
Personal: Anticipate conflict and develop communication skills Identify the precise source of the conflict Establish personal rules of conduct Emphasize shared standards and goals Find a nonjudgmental starting point for discussion Recognize shared frustrations with the system Conduct any necessary confrontation in a private
setting Have a low threshold for intervention by a third party Transfer patient care to an uninvolved colleague if
conflict is irreconcilable
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Conflict Resolution in the Stanford OR
Per Dr. Cannon, the best way to resolve an ongoing conflict is to submit a SAFE report
SAFE reports are read by Dr. Cannon, Dr. Brodsky, or Dr. Fanning
Dr. Cannon can set up mediation-type meetings with individuals and between involved parties to help find a solution
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Aggressive Behavior
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Aggressive Behavior
Frustration-aggression hypothesis: aggression arises from the experience of being prevented from reaching an expected goal (frustration) Modulated by social learning and perceived intention Situational factors such as pain and hot temperatures make
aggression more likely Conversely, good communication skills can mitigate
aggressionIn the context of health care,
frustration comes in the form of feeling disrespected, not being listened to, and being treated unfairly Or perceiving any of these, independent of
actual presence
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How to De-Escalate Aggression
Stay calm and respectful Approach in a warm, friendly,
open manner and avoid closed body language (crossed arms, standing too close)
Speak softly and clearly in short sentences while avoiding condescension
Maintain nonthreatening eye contact
Use facial expressions or nodding to convey attentiveness & understanding
Determine the right time to speak Wait for the heightened emotion to
recede before responding
Avoid distracting activities such as writing or looking at the computer
Show compassion and consideration
Ask open-ended questions to get the other person's point of view
Acknowledge frustration and the importance of the issue
Give a clear message that you understand and want to help
Explore solutions and provide choice whenever possible
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Verbal and Nonverbal Communication Skills
Many of the de-escalation techniques mentioned above are simply elements of good communication Maintaining eye contact Avoiding closed posture such as crossed arms Speaking in calm, soft tones and avoiding “talking down” Conveying attentiveness with facial expressions and gestures Avoiding distractions Avoiding interrupting the other person
Practice these skills during any conversation, not only ones involving conflict and aggression
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Psychology of Communication
Basic Functions of Communication in an Acute Medical Care Setting Build and maintain team structure Coordinate team process and task execution Exchange information Facilitate relationships
Four Aspects of a Message Content: Information about facts, objects, and events Self-revelation: Information about the sender as person Relationship: Information about the relationship between sender
and receiver Appeal to Act: Many messages tell the receiver how he or she is
supposed to actHelpful to keep in mind the functions and aspects of
messages in order to make your messages more effective
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Nonverbal and Paraverbal Communication
Paraverbal communication Tone, pitch, and pacing of our voices
Nonverbal communication Gesture, posture, facial expression, and eye contact
These help the receiver understand the meaning of a message in its larger situational context Compared to words, they are much more colored by
attitudes and emotions and are less under conscious control
If verbal and nonverbal channels are incongruent, we will subconsciously place greater importance on the nonverbal and paraverbal cues. So it’s not always what we say that’s most important, but how we say it.
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Dysfunctional Communication Patterns
Unspecified receiver “Could somebody…” or “we should…”
Poor speech patterns Speaking in a low voice or too hastily, mumbling, unfinished sentences,
strong dialect, poor grammarToo much information
Rapid presentation of info, minimal pauses, long lists, run-on sentencesToo little information
Abandoning explanations, not replying to questions, monosyllabic answers, periods of silence
Passivity or aggressiveness It is preferable to be assertive but not aggressive; e.g., use words to
express any anger you feel in a civil manner.Poor listening
Interrupting, diverting, debating, quarreling, tuning out, reactive behavior (defiance, refusal, intentional failure, aggression, arrogance)
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Good Communication in Critical Situations
Communicate congruently (verbal, paraverbal, nonverbal) Be able to talk about communication failure and address it at the
right time Speak unambiguously – be clear in what your message is and who
you are addressing Close communication gap using readback/hearback (see next slide) Brief your team members so all are aware of the situation at hand Search actively for information Be assertive but not aggressive Listen actively:
Be patient and do not interrupt Ask questions Eye contact Paraphrase and mirror (e.g. “So you’re saying we haven’t assessed for
hyperkalemia and should check an ABG potassium now”) Be supportive of the person you are talking with
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Standardization of Communication
Use standard terminologyEnsure that messages are clearly heard and
understood using callouts, readback, and hearback Callout: a concise statement in a defined terminology
E.g. “I’m going to defibrillate now; please charge to 200” Readback and hearback: aimed at verifying that both sender
and receiver understood what has been said E.g. assistant responds with “Charged to 200” (readback) and you
confirm with “Ready to defibrillate – clear!” (hearback)
Health care professionals tend to dismiss this procedure as unnecessary due to a lack of familiarity with it However, standardization can help reduce misunderstanding
in noisy and stressful situations
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Teamwork
The OR is a team environment that requires good communication and collaboration between team members
Teamwork requires mutual respect and communication Briefing, ongoing observation, and debriefing help create a good
tone for team collaborationThe field of healthcare has traditionally neglected the
role of teamwork because: Deep-seated cultural issues (individualistic culture) Assumptions about the value of individual expertise Strongly hierarchical power relationships
A major problem is the lack of a shared understanding about necessity and forms of teamwork
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Six components of team communication:
Situational awareness – where have we come from, where are we now, and where are we going?
Problem identification – requires all team members to be comfortable with speaking up voluntarily and without hesitation
Decision making – requires adequate diagnosis of the problem, generation of solutions, and assessment of chances of adverse outcomes
Workload distribution – delegation of assigned tasks so no single individual is overloaded
Time management – linked to situational awarenessConflict resolution – includes listening well,
acknowledging feelings, and building respect
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Team Players
A successful team player can: Listen and participate actively Ask the right questions Hold an opinion but change his/her point of view if
necessary Assess and value the qualities of other team members
Similarly, assess what you can do best and where others have more experience
Keep to an agreement and identify with a task Be self-critical Solve conflicts in a constructive way
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Teams Under Pressure
In stressful situations, team members often behave in maladaptive ways: Information gathering is abandoned early No reflection on the problem No discussion about goals No search for alternative solutions Group pressure, suppression of disagreement Risk shift
If several physicians are in charge of an emergency without having a team leader, nobody perceives themselves as accountable for the outcome, so the tendency for risky decisions increases
Diffusion of responsibility Individuals fail to take action because they believe another individual will act
or have already done so) Lack of coordination
Be aware of these destructive patterns and fight them when you see them occurring
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Summary
Communication is a key aspect of acute medical care in an environment such as the OR
Good communication skills can be taught Basic verbal and nonverbal communication skills can be used to
resolve conflicts and de-escalate aggressive behavior Nonverbal and paraverbal communication can be more important
than the verbal message Learning the psychology of communication helps us understand
dysfunctional communication patterns and correct them Standardizing communication via callout, readback, and hearback
help reduce misunderstandings Teamwork is essential to acute medical care Team members can behave in dysfunctional ways when stressed, so
it is important to understand and implement the elements of good team communication
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And Finally…
Don’t overestimate your abilities! Just as calling for help is useful in a medical crisis, turning to others can assist in conflict resolution.
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References
Davies JM. Team communication in the operating room. Acta Anaesthesiol Scand 2005; 49: 898-901.
Goelz T et al. Specific training program improves oncologists' palliative care communication skills in a randomized controlled trial. J Clin Onc 2011 Sept; 29(25): 3402-3407.
Fazel I and Aghamolaei T. Attitudes toward learning communication skills among medical students of a university in Iran. Acta Med Iran 2011; 49(9): 625-629.
Katz JD. Conflict and its resolution in the operating room. J Clin Anesth 2007; 19: 152-158.
Sim MG, Wain T, and Khong E. Aggressive behaviour: Prevention and management in the general practice environment. Aust Fam Phys 2011 Nov; 40(11): 866-872.
St. Pierre M, Hofinger G, and Buerschaper C. 2008. Crisis Management in Acute Care Settings. Berlin: Springer.