Welcome

Passion for Excellence Module III of III

Passion for Excellence Series

• Module I: – Identified service needs as told by our

patients– Described the application of CVC guiding

principles to our work

• Module II: – Identified and practiced skills that support

the CVC guiding principles– Described the elements of positive

organizations and application to our workplace

Module III Objectives

• Identify five conflict resolution styles and when to use them

• Identify techniques for difficult situations

• Learn a proactive approach to conflict and problem solving: Interest-based Approach

• Practice the steps of service recovery

p.23

Agenda and Guidelines

Agenda:• Conflict Resolution• Techniques for Difficult Situations• Interest-based Approach• Service RecoveryGuidelines:• Be present• Be timely• Be respectful

p.23

It’s not about the building…

• We resolve conflicts and share differing opinions with others directly and respectfully in a manner that allows the other person/department to respond directly and work to resolve.

• We recognize that no one of us can do our job alone, we need the team

• We value, respect and honor the multidisciplinary approach to care and the diversity of our team members

•

• With our colleagues, we provide feedback or rather, “feedforward”

Core Value: Collaboration

p.23

What “is” conflict?

Any situation where your opinions, concerns, or desires

are different from another person’s.

p.24

Differing Opinions…

…simple difference … or aof opinion heated

argument.

• The more we care about something, the more intense the conflict.

Conflict situations may include…

• Patients • Patient families• Colleagues• Other Departments

p.24

What causes conflict

• Expectations• Giving unwelcome information• Cumulative stress• Personal styles and preferences• Triggers (Source: Manpower)

– Phrases– Tones– Treatment

p.24

Giving Unwanted Information

Feedforward

Give someone suggestions for the future

Marshall Goldsmith Director of the Alliance for Strategic Leadership

http://www.marshallgoldsmith.com/

Why Feedforward?

• We can change the future. We can’t change the past.

• It can be more productive to help people be "right," than prove they were "wrong."

• Can come from anyone who knows about the task.

• Tends to be faster and more efficient than feedback.

• Can be a useful tool to apply with managers, peers and team members.

Activity: Feedforward

- Choose one behavior you’d like to work on

- Talk to as many people as possible

- Describe the behavior and ask for a suggestion

for achieving a positive change in the behavior.

- Listen to suggestions without commenting on

them.

- Thank others for their suggestions.

- Repeat the process and offer a suggestion to the

other person.

Trigger Phrases

– “Can you call back another time”

– “I don’t know anything about that”

– “It’s really not that difficult…”

– “Sorry, but we’re short staffed today….”

– “That is against THE RULES”

p.25

Trigger Tones

– Being sarcastic, condescending or

uninvolved

– Being too quiet and soft can seem like a lack

of interest and concern on your part

p.25

Trigger Treatment

– Sending them off to someone else instead

of taking ownership of the problem

– Treating the customers as if they are an

interruption or a bother

– Referring to the patient as their disease or a

body part not seeing them as a whole

person

– Talking about patients where they can hear

usp.25

Reacting to Conflict

• Human brain sorts data

• It sets off protective emotions first: fight or flight hormones

• When the hormones are finally used up, then, thinking begins

• Cumulative effect: stress builds up and our flexibility shrinks

p.25

What do you do if your disagreement becomes a

conflict?

Conflict Management Basics

1. Know your approach to conflict

2. Become familiar with different approaches to conflict

3. Consider what conflict response is appropriate for different situations

4. Be aware of your own tendencies to overuse some conflict responses and underutilize others.

p.26

Know Your Approach to Conflict

1. Are you more relationship focused or goal focused?

2. Are you direct or indirect?

3. Are you emotional or non-emotional?

4. Do you frustrate easily or are you easy-going?

p.26

Conflict Responses

Assertion

Cooperation

CollaboratingAccommodating

Avoiding Competing/Forcing

Compromising

p.27

AccommodatePut aside your needs and

desires and acquiesce to the other person’s requests/demands.

AvoidSide-step or withdraw from

the conflict situation. When you prevent/postpone conflict, it remains unresolved and neither party wins.

p.27

CompromiseResolve the conflict

quickly and efficiently by seeking a fair and equitable split between the two positions.

Compete/ForcefulSeek to win your position

at the expense of the other party losing theirs.

CollaborateCooperate with the other

party to try to resolve a common problem, Join with other party to compete against the situation instead of each other.

Activity: Assessment of Your Conflict Handling

Assess your approach to handling conflict by completing the assessment in your manual

- Discuss as a class

p.28-31

Video: Dealing with Conflict

• View the video clip• Identify the different approaches to conflict• Share with the group

p.32

Activity: What conflict response is appropriate for different situations?

With your table group, discuss what conflict management approach is appropriate for different situations

Debrief with class

Time: 10 minutes

p.35

  

 

  

Techniques to Use in the Moment

Breathe Deeply

Acknowledge Your Regret

Buy Yourself Time:- Could you excuse me for a moment?- Is there a place where we can discuss this in

private?

Clarify the Issue:- Can you describe what happened?- Could you give me an example?- Help me understand…

p.36

Techniques for Difficult Situations

• Be Assertive• Be Timely• Be Factual• Keep it Private• Actively Listen

p.36

Be Assertive

• “I” Statements instead of “You” Statements; check your tone of

voice and body language

• Broken RecordRepeat an assertive statement two or more times without giving excuses, apologies, explanation and without giving in.

p.36

• Empathic Assertion– A two-part statement that conveys

recognition of the other person’s feelings, goals or situation along with a simple assertion.

• Confrontive Assertion– Appropriate when the other person has

violated a promise or expectation. A three part statement is used: • I heard you say you would (fill in promise)

but… • what I see/hear/observe… (fill in). • Now I need you to… p.36

Activity: Assertiveness

As a large group:• Name some difficult interactions where an

assertive message is neededIn your table groups:• Develop an assertive message for one of the

difficult interactions

Share with the larger group

Time: 15 minutes

p.37

• Be Timely

– When there is least pressure.

– Soon enough to avoid future problems.

– When your emotions are in check

• Be Factual– Describe what bothered you– Dismiss your assumptions, opinions and

theories– Ask the other person to describe their

memory of what happenedp.37

• Keep it Private– Choose time and place carefully and

thoughtfully– Be sure others cannot overhear– Avoid calling attention

• Actively Listen– Listening v. Hearing– Clarify– Paraphrase– Check for Non-verbals p.37

If you’re not ready…

…that’s OK.

• Sleep on it

• Talk to a trusted friend or co-worker

• Review your interests in pursuing this

conflict resolution

p.37

Interest-Based Approach

To: Problem

A B

A B

From:

Dynamics of Interest-Based

Position:

Where I stand, what I’m saying “should” happen.

Issues:

The real problem. What needs to be resolved.

Interests:

My underlying needs that must be addressed.

p.38

“Positional” discussions…

The parties… start with solutions assume the “pie is limited,” and each

wants the biggest piece assume that a win for me = a loss for

you assume we are opponents assume there is one right solution: mine feel they must stay on the offensive feel a concession is a sign of weakness

p.38

“Interest-based” Discussions…

The parties… start with an interest in

developing/preserving the relationship educate each other about needs jointly problem solve

p.38

Attitudes in interest-based bargaining:

The pie is NOT limited The goal is win-win The needs of ALL parties must be

addressed to reach agreement Parties are cooperative problem solvers The relationship is important There are probably several satisfactory

solutions

p.38

Key Principles of the Interest-Based Approach

I. Educate…first, problem solve later… and be educated by the other party… each other about interests, standards

and criteria, relevant data and history

II. Problem Solve Present issues as mutual problems to be

mutually solved Work on solving the other person’s

problems as well as your own

p.39

Identifying Interests - Practice

Use your imagination to identify the likely interests of both parties in the following scenarios.

I. Wife and husband want to take a vacation together. The wife wants to go hiking in Colorado. The husband wants to visit museums in the city.

Wife’s interestHusband's interest

II. A single patient recently had surgery. She came into the ED with a lot of pain. She

had a kidney stone. She insisted on being admitted in order to have it removed. Her doctor insisted that she go home. He did not want her having surgery again so soon.

Patient’s interestsPhysician’s interests

Identifying Interests - Practice

Video: Smoking Outside the Hospital

View Video Clip from U-Factor

Answer:• What is the security woman’s position?• What is the smoker’s position?• What is the security woman’s interest?• What is the smoker’s interest?

p.39

Activity: Managing Conflict

Purpose: Identify the positions – issue – interests of a conflict

Agenda:1. Identify a personal or workplace

conflict/difficult situation2. In your small group, choose one

of your difficult situations. 3. Identify positions and interests 4. Identify the probable issue (if time)

Limit: 20 minutesp.40

Dynamics

Position:

Where I stand, what I’m saying “should” happen.

Issues:

The real problem. What needs to be resolved.

Interests:

My underlying needs that must be addressed.

When we’re not at our best…

p.40

…there’s Service Recovery

• Whose job is it?• When do we use service recovery?• Why do we care?

p.40

Activity: Your Experience with Service Recovery

Identify a time when you had to practice service

recovery

What did you do?

What challenges or barriers did you face?

Share with the group

p.41

Service Recovery Process

1. Apologize2. Listen3. Agree to resolve4. Go the extra mile5. Thank the person6. Follow up7. Document and learn

p.41

Solving the Problem with the Customer

• Involve the customer in the problem solving

• Never pressure the customer into a solution

• Phrases that help move the process forward:– What can we do to start to resolve this issue

now?– I think I’m clear about the issue. Let me

make sure….– Help me with this….– I don’t know about these customs. Can you

tell me….– How would you like to be included in this

conversation?

Activity: Practicing Service Recovery

• Divide into groups of three• Read the first service recovery scenario• Choose roles: patient, provider, observer/coach• Apply service recovery steps to the scenario• Debrief:

• What were the major obstacles to success?• What service recovery steps did the

provider take?• How could the service recovery be

improved?Time: 30 minutes

p.41-42

Passion for ExcellenceSeries Review

• Module I: – Heard from our patients what they want and

value– Identified the CVC service principles

• Module II: – Practiced skills to support our service

principles: i.e. active listening– Defined our Best Self

• Module III: – Practiced Interest Based Problem Solving– Practiced Service Recovery

Congratulations…

…for going the extra mile!

We recognize and appreciate your dedication to Service Excellence

Dr. PinskyCardiovascular

Medicine

Dr. PragerCardiac Surgery

Dr. StanleyVascular Surgery

Dr. EagleCardiovascular

Medicine

Thank you!

Dreams, Passion, ChangeEvery great dream begins with a dreamer.

Always remember, you have within you the strength, the patience, and the passion

to reach for the stars to change the world.

Harriet Tubman