Interprofessional Communication Flashcards
1
Q
Why is inter-professional communication important?
A
- Helps with con’t of care
- Helps individuals understand the roles and scope of practice from other professions
2
Q
What happens when we experience unresolved conflict?
A
- Diminished morale
- Diminished care and care standards
- Increased sick time and attrition
3
Q
What are the different types of conflict resolution styles?
A
- Avoidance (can have both positive or negative outcomes
- Accommodation (giving someone else their way, usually best when relationship is worth more than the conflict or when you are wrong; goal is to eliminate conflict ASAP)
- Competition (power is used to stop conflict, can be either negative or positive)
- Compromise (temporary solution, everyone needs to give something up)
- Collaboration (more timely, but everyone’s needs are on the table and everyone wins, involving some type of compromise)
4
Q
What are some common causes of conflict in healthcare?
A
- Inadequate communication ***
- Incorrect facts
- Lack of trust
- Unclear position descriptions
- Misunderstand of roles and responsibilities (e.g. doctors not understanding nurse barriers in practice)
- Unclear or conflicted goals and objectives
- Inadequate action plans
- Direction
- Unstable leadership
- Inability to accept change
- Lack of resources or competition for resources
- Power issues
5
Q
What are factors influencing health care relationships?
A
- Different focus of work: social/caring vs. cure/clinical
- Intimate work (nursing intimacy vs. clinical nature of medicine)
- Professional socialization
- Cultural/media stereotypes (nurses perceived by public as more cooperative and caring, but less intelligent and realistic)
- Power asymmetry
- Different role and gender expectations
- Differing goals needs, responsibilities and perceptions of care
- Resources
6
Q
What are antecedents?
A
- Events or incidents that must occur prior to the occurrence of the concepts
- Individual characteristics
- Interpersonal factors
- Organizational factors
7
Q
Describe how conflict may proceed:
A
Antecedents > Perceived conflict > Consequences
8
Q
What is horizontal violence?
A
- A form of bullying that occurs between individuals on the same level within an organization
- Manifests as behaviors that control, diminish or devalue another
- Can be overt or covert in nature
9
Q
What are some theories of possible causes of horizontal violence?
A
- Group oppression (people feel oppressed, nurses may feel oppressed and undervalued)
- Disenfranchising work practices (nurse under pressure to complete work may miss breaks to accomplish tasks, may become target for HV)
- Low self-esteem (Women more likely to undervalue their work and themselves, more likely to lash out)
- Easy targets (unsure of actions new nurses are easy targets for HV)
- Socialization (primary female profession has been socialized to internalize feelings of aggression)
- General and hierarchical abuse (maintaining the status quo; “eating the young”)
10
Q
What are covert behavior examples?
A
- Cannot be observed by anyone other than the person performing the behavior
- Unfair assignments
- Sarcasm
- Eye-rolling
- Ignoring
- Refusing to help
- Refusing to work with someone
- Sighing
11
Q
What are overt behavior examples?
A
- That which can be seen and measured
- Name calling
- Arguing/ yelling
- Backstabbing
- Intimidation
- Gossiping
- Criticizing of work
- Blaming
- Fault finding
12
Q
What is the impact of conflict and horizontal violence on the care environment?
A
- Diminished confidence/self-esteem
- Absences from work or intent to leave the profession
- Reduced team collaboration
- Impaired information transfer/ communication
- DIMINISHED QUALITY OF PATIENT CARE!
13
Q
What are the recommendations made by the joint commission on quality and patient safety?
A
- Recognition and awareness – Assess the frequency and impact of these behaviours
- Cultural commitment/ Leadership/Champions – All must have a responsibility to create a positive professional workplace
- Policies and Procedures – acceptable and not acceptable behaviours must be clearly defined with processes for dealing with unacceptable behaviours
- Incident reporting – standardized reporting process including documentation of follow-up
- Structure and process – Methods for addressing the issues
- Initiating factors – understanding the underlying issues that cause these behaviours
- Education and training – to raise awareness, discuss barriers to resolution
- Communication tools – Message and message delivery, SBAR
- Discussion forums – Encouraging staff interaction
- Intervention strategies – debriefings, action plans for assistance
14
Q
What does CRNBC recommend for this conflict?
A
- Confirm the problem
- Communicate the problem
- Document the problem
15
Q
What are some organizational strategies for HV?
A
- Establish Senior Leadership commitment
- Create infrastructure to support managers and staff
- Policy Development- zero tolerance
- Education- staff (assertiveness training); management (conflict management training)
- Culture of Safety (be supportive; role model; do not participate in unit gossip)
- Clear reporting system/structure
