Resolving Conflict with Communication: The Power of the PA. Hilary Writer September

Transcription

1 Resolving Conflict with Communication: The Power of the PA Hilary Writer September

2 I do not have an affiliation (financial or otherwise) with a pharmaceutical, medical device or communications organization. Je n ai aucune affiliation (financière ou autre) avec une entreprise pharmaceutique, un fabricant d appareils médicaux ou un cabinet de communication. 2

3 Acknowledgements Melissa Beatty Anna-Theresa Lobos 3

4 Objectives Identify sources of conflict Apply interest analysis to a conflict resolution framework Manage conflict through effective communication 4

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7 CanMEDs 2015 Collaborator Work with physicians and other colleagues in the health care professions to promote understanding, manage differences, and resolve conflicts

8 Conflict: Definitions A serious disagreement or argument, typically a protracted one. the eternal conflict between the sexes doctors often come into conflict with politicians

9 Conflict: Definitions A state of mind in which a person experiences a clash of opposing feelings or needs. bewildered by her own inner conflict, she could only stand there feeling vulnerable There was a positive correlation between conflict and depression, anxiety, and stress. 10

10 Conflict: Definitions A serious incompatibility between two or more opinions, principles, or interests. there was a conflict between his business and domestic life the conflict between the way we think the world is and the way we feel it ought to be. The conflict between this culture and their background isn't explored clearly. 11

11 Conflict is not always bad: Constructive Exposes real problems Stimulates improvements Creates opportunity for personal growth and change

12 But can be Destructive Emotionally, physically damaging Wastes time, resources, energy 13

13 Goal: One Strategy for Dealing with Conflict Become less reactive and more systematic Method: Apply a simple framework and communication skills

14 Strategic Framework 1. Conflict Analysis 2. Identify Interests and Positions 3. Consider Culture 4. Communication Skills

15 Exercise Identify a Recent Conflict

16 Strategic Framework 1. Conflict Analysis 2. Identify Interests and Positions 3. Consider Culture 4. Communication Skills

17 Identifying the Source Targeting systemic or root problems Finding ways to immediately de-escalate tensions Identifying problem solving approaches Developing long range plans to prevents future problems Choosing different dispute resolution approaches

18 RELATIONSHIP VALUE DIFFERENCES DATA PROBLEMS Lack of info Different DATA views STRUCTURAL

19 Relationship That (insert other residency program than your own) PA must think I m a pushover, they are always trying to dump extra work on me Value differences How can I be expected to have any work/life balance when my program director s me at midnight every evening?! Data problems That resident is the laziest guy ever. Just because he s a PGY4 he s just resting on his laurels. He was so motivated as a junior. He needs a swift kick in the butt. Structural Problems No, I can t submit those documents urgently. I ve already got 10 other urgent tasks to perform by this afternoon.

20 Sources of Conflict If you don t identify sources of conflict you first you may tackle the issue in the wrong way

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23 Back to your conflict example.. Identify the sources of conflict

24 Strategic Framework 1. Conflict Analysis 2. Identify Interests and Positions 3. Consider Culture 4. Communication Skills

25 CONFLICT PRESENTS AS POSITIONS Compromise Compromise Position A Position B

26 Positions: WHAT YOU SAY PA to Resident: I won t your immunisation records urgently to the PGME office, you must do it yourself Resident to PA: I m really busy! I don t have time to do all this dumb administrative stuff. It s not my job!

27 Interests WHAT YOU THINK and WHY YOU ARE SAYING IT? (PA) I want to be treated with respect for my work and my skill set. I believe that adult learners should take some ownership My time/human resources are stretched This process is determined by the University 29

28 Interests Resident I need respect for my work and skill set. I worry about managing my non-clinical duties and also providing quality patient care. I need you to cover my behind because I don t have good organisational skills I am totally confused about which office looks after which things 30

29 Why focus on interests? Uncovering the interests underlying the positions creates more ground for solutions Gets to heart of issue Moves people beyond polarized positions Sets stage for mutual understanding Sets stage for generating creative options Often people overlook one of 3 interests

30 RELATIONSHIP VALUE DIFFERENCES INTERESTS Psychological DATA PROBLEMS Lack of info Different DATA views STRUCTURAL

31 Interests Substantive Money, resources, time Procedural How things are done, how decisions are made, how disputes are resolved Psychological Emotional needs, respect, trust, fairness

32 Shared Interests A B Complementary interests Domain for finding interest-based solutions Hopes, fears, needs, desires, concerns

33 Positions and Interests Be clear on your own interests Understand the other person s interests Use interests to reframe positions into problems that can be worked on Interests are more easily satisfied than positions

34 Strategic Framework 1. Conflict Analysis 2. Identify Interests and Positions 3. Consider Culture 4. Communication Skills

35 Culture: Definition The ideas, customs, and social behaviour of a particular people or society.

36 Consider Culture Culture Impacts on: What is a conflict? How conflict is handled Who is involved Public/Private topics Communication patterns Assumptions about behaviour and attitudes

37 Consider Culture Recognize your own unconscious cultural biases and assumptions Avoid stereotypes Avoid over-generalization

38 Individualists

39 Collectivists

40 Context: High

41 Low Context 43

42 Advice: Low to High Pay attention to non-verbal cues Pay attention to status: Are you equals? Face-saving: They may not understand good natured ribbing Conversation may be more for relationship building rather than just exchanging information

43 Advice: High to Low They take your words at face value They may not pick up non-verbal cues or subtle hints Their notion of roles are separate from status and personal identity Their communication is direct and may seem blunt but they don t mean to be rude

44 Thomas-Kilman Model 46 Accommodating Collaborative Relationship Avoidant Compromising Competitive Goal

45 The post-armageddon latte.

46 Match the quote with the style I d actually like a ginger lemon tea Might it work if we had a meeting to decide? Please, anyone of you, take it, please, my life is nothing without all of you anyway It s mine Perhaps we could all have one small sip for the next 40 years 48

47 Match the quote with the style I d actually like a ginger lemon tea Avoidant Might it work if we had a meeting to decide? Please, anyone of you, take it, please, my life is nothing without all of you anyway It s mine Collaborative Accommodating Competitive Perhaps we could all have one small sip for the next 40 years Compromising 49

48 Strategic Framework 1. Conflict Analysis 2. Identify Interests and Positions 3. Consider Culture 4. Communication Skills

49 Timing and Environment Is this the right time? People can t hear when emotions are high Avoid distractions, noise, public places Don t make important decisions on the spot

50 Active Listening Restating Mirroring Paraphrasing Summarizing Reframing

51 Communication skills Attitudes Avoid being judgemental Always be respectful Deal with present behaviour rather than past or potential injustices Non-verbal Be aware of own body language Recognize other person s non-verbal cues

52 Change to: BUT, WHY, SHOULD, NEVER, ALWAYS, YOU YES, AND, WHAT, HOW, SOMETIMES, I

53 A Good Sentence 1. What is the situation/context? 2. How do I feel? 3. Why do I feel this way? 4. What do I want? 5. What will the consequences be?

54 Three Simple Sentences. Objective Data I noticed I see/saw.. I hear/heard you say

55 Three Simple Sentences Express your Interests I was worried/concerned. I had the impression that It seemed to me that..

56 Three Simple Sentences Determine their interest How do you see it? I was wondering what your thoughts are? Help me understand how you decided that?

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58 Before Harried PGY2 to you: You never do the call schedule on time. You are always ignoring my requests. Why can t you put out the schedule earlier? Clearly someone other than you should be doing the call schedule. You to PGY2: You are always complaining about this, even though you never submit your requests on time, and then you expect everything to work for you. It s not my fault you are so disorganised.

59 After. Harried PGY2 to you: I notice that my call requests are sometimes not granted. I have the impression that the call schedule must be very challenging to do. I was wondering what your thoughts are? You to PGY2: I hear what you are saying about the call schedule challenges. I like that you came to me with your concerns. What do you think needs to change to make this better for everyone?

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62 Homework 65

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