Chapter 6: Getting People To Work Together Flashcards
Basic listening sequence
Listen to the information and the emotion
Demonstrate attentiveness by eye contact an body language
Verify understanding by asking questions, repeating important points, summarizing.
Five elements of communication
- Aim for clarity and focus
- Use direct and exact language
- Encourage feedback
- Acknowledge the contributions of others
- Use the most direct channels of communication available
Assertive communication
§Allows people to stand up for themselves without violating the rights of others
§Uses “I” statements
§Does not force an agreement between participants
§Promotes clarification of each other’s positions
Assertive communicators have the right to speak up, but they must also be prepared to listen to the response
Barriers to effective communication
§Physical barriers: Extraneous noise, physical separation, or too much activity.
§Psychological barriers: Increased anxiety, social values, judgments, and culture.
§Semantic barriers: Refers to the meaning of words. Words such as neat, cool, and bad may convey different meaning than the message intended.
Gender barriers.
Email communication
The message must be clear, concise, and courteous. Keep it professional and always follow the proper chain of command. Be careful about including large groups of people. Follow the rules of netiquette
Rules of Netiquette
§If you were face to face, would you say this?
§Follow the same rules of behavior online that you follow when dealing with people personally
§Send copies of information only to those individuals who need it
§Avoid being inflammatory — remarks intended to cause a negative reaction
§Do not write in all capital letters — this indicates anger
§Respect other people’s privacy
§Do not abuse the power of your position
§Proofread e-mail before sending
Change of shift report
§ Identify the client
§ Include the client diagnosis
§ Account for the presence of the client in the unit
§ Provide the treatment plan
§ Document client responses to current treatments (e.g.,
reactions to antibiotics)
§ Omit personal opinions and value judgments
Reasons for feedback
It reinforces constructive behavior. It discourages unproductive behavior. It provides recognition. It develops employees skills.
Giving helpful feedback
§Give both positive and negative feedback §Give feedback immediately §Give feedback frequently §Give negative feedback privately §Base feedback on observable behaviors §Communicate effectively §Include suggestions for change Be objective. Accept feedback in return
TACTFUL approach
§T = Think before you speak §A = Apologize quickly if you have made a mistake §C = Converse; do not be patronizing or sarcastic §T = Time your comments carefully §F = Focus on behavior, not personality §U = Uncover hidden feelings §L = Listen for feedback
Performance appraisal/job evaluation
§Should begin when the staff nurse is hired
§Based on the written job description
§Objectives should be written in behavioral terms
§Standards are clear, objective, and known in advance
§Criteria for pay raises and promotions are clearly spelled out and uniformly applied
§Conditions under which employment may be terminated are known
§Appraisals are part of the employee’s permanent record and have space for employee comments
§Employees may inspect their own personnel file
§Employees may request and be given a reasonable explanation of any rating and may appeal the rating if they do not agree with it
§Employees are given a reasonable amount of time to correct any serious deficiencies before other action is taken, unless the safety of self or others is immediately threatened
Do’s and don’ts of providing feedback
Do §Include positive comments §Be objective §Be specific when correcting someone §Treat everyone the same §Correct people privately
Don’t §Focus on only the negative §Let personalities intrude §Be vague §Play favorites §Correct people publicly
