Karren Kowalski, PhD, RN, NEA-BC, FAAN Grant, Project Director Colorado Center for Nursing...
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Transcript of Karren Kowalski, PhD, RN, NEA-BC, FAAN Grant, Project Director Colorado Center for Nursing...
NU
RS
ING
LEA
DE
RS
HIP
:
HA
VIN
G
DIF
FIC
ULT
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ON
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RS
ATIO
NS
.
Karre
n
Kow
als
ki, P
hD
, R
N, N
EA
-BC
, FA
AN
G
ran
t, Pro
ject
Dire
cto
rC
olo
rad
o
Cen
ter fo
r N
urs
ing
Excelle
nce
Pu
blic
Health
N
urs
ing
W
eb
inar
July
29,2
010
OB
JEC
TIV
ES
:
1.
Describ
e
com
munica
tion a
nd
w
hy p
oor
com
munica
tion ca
n
be p
rob
lem
atic in
the
workp
lace
. 2
.Exp
lain
thre
e ty
pes o
f co
mm
unica
tion
filte
rs.3
.D
efine h
um
an
reactio
ns se
en d
urin
g
a co
nflict o
r diffi
cult
situatio
n.
4.
List com
munica
tion
tools u
sed
in w
orkin
g
with
peers a
nd
staff
to
pro
vid
e
constru
ctive
feed
back.
POOR COMMUNICATION LEADS TO:
Relationship Breakdown Misunderstandings High levels of emotion Judgement High Drama Incivility
IN THE WORKPLACE:
Very little focus placed on communication
Yet it is essential for smoothly functioning teams
COMMUNICATION FILTERS
1. MENTAL STATE Frame of Mind
Optimism vs. Pessimism Affects information processing Affects ability to focus on “present
moment”
Assumptions Intentions and Hidden Agenda Judgments of Self & Others Belief systems
2. EMOTIONAL STATESNegative feelings about job, co-workers etc.InsecurityThreatsStressFEAREgo Needs (for approval, perfection, need to be right)
Unhealed Wounds
EMOTIONAL STATES (CONT)
Positive feelings: (tend to be more resourceful, easy going, open to change)
JoyDelightHopeHumor/laughter
3. CURRENT STATE OF THE RELATIONSHIP Positive relationships are the foundation of Human Enterprise
Quality of relationships effects
productiveness of the team Unresolved conflicts destroy
teams
Definitions:
Relationship - the state of being related or connected or bonded together
Conflict - competitive or opposingaction of incompatibles: antagonistic state or action, opposing needs, drives, wishes or demands
Confront - to face especially in challenge; meet or bring face to face
AWARENESS MODEL
Difficult person Difficult situation
Conflict Empowerment:Being bigger than the situation in
which you find yourself It’s a Choice
STIMULI FOR UPSET OR REACTION:
OUTSIDE Trigger: an action by another person or by yourself
The responding Feeling is Inside “You Make me Feel so …..
AUTOMATIC REACTIONSStress or Fear (buttons are pushed)
Unconscious – fight or flight Create list of responses/reactions
Panic, Defensive, Frustrated, Resentment, Defensive, Victimized, Sabotaged, ThreatenedAnger, Negative, Self-righteous, Attack, Annoyed Blamed, Sarcastic, Freeze, Clam up, Withdraw,Counterattack, Walk, Denial
PATTERNS OR COW TRAILS
Raised adrenalin Leads to:
Assumptions – we act on them Examples:
Fused in my car (other drivers)
IN REACTION FEEL BLAME “You make me
Feel ……. “
THINK JUDGMENT “I think You’re a Jerk”
WANT DEMAND “Why don’t you
get a life?”
identify feelings or sensations I’m feeling
refer to your perspective of the situation, check assumptions
I think
identify what you want from the relationship or situation
I want
How I’d like to work together is
Communication Practice Session
WHEN CORRECTION IS NEEDED: ARC STATEMENT
A = Action the person has taken
R = Reaction from the administrator/leader
C = Consequences or impact on other team members
Can you see how this negatively impacts the team?
REFERENCES
American Association of Critical-Care Nurses (AACN) & VitalSmarts. (2005). Silence kills: The seven crucial conversations for healthcare. San Francisco: The American Association of Critical-Care Nurses.
Druskat, V., & Wolff, S. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 81-91.
Jason, H. (2000). Communication skills are vital in all we do as educators and clinicians. Education for Health, 13(2), 157-161.
Morreale, S., Spitzberg, B., & Barge, K. (2001). Human communication: Motivation, knowledge, & skills. Belmont, CA: Wadsworth.
Nemeth, C.P. (2008). Improving Healthcare Team Communication: Building on Lessons from Aviation and Aerospace. Aldershot, UK. Ashgate Publishing. Ltd.
Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2002). Crucial Conversations: Tools for Talking When Stakes are High. New York, NY; McGraw-Hill.
Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2004). Crucial Confrontations: Tools for talking about broken promises, violated expectations and bad behavior. New York, NY: McGraw-Hill.
Porter-O’Grady, T. (2004a). Constructing a conflict resolution program for health care. Health Care Management Review, 29(4), 278-283.
Porter-O’Grady, T. (2004b). Embracing conflict: Building a healthy community. Health Care Management Review, 29(3), 181-187.
QUESTIONS and ANSWERS
Karren Kowalski, PhD, RN, NEA-BC, FAAN Contact via email:
Nursing Continuing Education credits are available for
30 days following the live presentation. In order to
receive your evaluation form and nursing contact hour
certificate please email your: name, state, email
address to: Patti White, MAPHN at