emergency department directors academy phase iii spring 2020 · tips give clear expectations and...
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Emergency Department Directors Academy Phase III Spring 2020 Conflict Resolution DESCRIPTION It has been said, “You don’t get what you deserve; you get what you negotiate.” Negotiations, formal or informal, are part of the daily life of the ED leader. This course will sharpen skills with fundamental principles central to negotiating and practice. The facilitator will lead the participants through critical negotiating principles and techniques that can be used in our professional and personal lives to get what we want and deserve. OBJECTIVES
• Describe components of successful negotiation. • Develop a successful negotiating strategies, starting points, concession and compromise. • Overcome hurdles, ploys and deadlocks. • Utilize “Principled Negotiation”. • Demonstrate power skills of expertise, higher authority, competition. • Develop a personal style.
2/6/2020, 1:15 PM - 3:00 PM; 3:15 PM - 5:30 PM FACULTY: Tracy G. Sanson, MD, FACEP; Theresa Tavernero, RN, CEN, MBA DISCLOSURE: (+) No significant financial relationships to disclose
DECONSTRUCTING
CONFLICT (MITIGATION TIPS FOR LEADERS)
ACEP- EDDA III
DALLAS, TX
2020
THERESA TAVERNERO, RN, PHD, MBA
SENIOR VICE PRESIDENT
PERFORMANCE & INNOVATION CONSULTANTS
LEARNING OBJECTIVES
Explore communication styles and
preferences of people that are relevant in
conflict.
Identify adaptation tactics that leaders can
apply in conflict resolution.
Discuss common conflicts that leaders
encounter in the real-world and mitigation
best practices.
THE ROOT CAUSE(S) OF CONFLICT
1. Discomfort and/or Difficulty in
managing emotions
(Fear of confrontation)
2. Communication Deficits
CONFLICT RESOLUTION
IS NOT SIMPLE
Emotions Styles
and its impact on Conflict
Confrontation &
Crucial Conversations
Conflict Mediation Tactics
LEARNING BUCKETS
7
LEADERSHIP
8
EMOTIONAL
INTELLIGENCE
(EI/EQ)
9
SUGGESTED READS
DISC: WHAT IS IT?
Behavior categorization system that takes into account
styles and preferences of
communication and behavior.
Emotional Intelligence
DISC
DISC ACRONYM
Dominance – relating to control, power
and assertiveness
Influence– relating to people, social
situations, persuasion and communication
Steadiness– relating to patience,
persistence, reflection, and thoughtfulness
Compliance – relating to structure, focus
and organization
FOUNDER OF DISC
Based on the work of William Moulton Marston Ph.D. (1892-1947)
HOW DO LEADERS
USE DISC
APPLICATION:
Interpersonal communication
Improvement of meeting skills
Conflict resolution
Team building
Performance appraisal
Situational leadership
(DIPPING OUR TOES IN DISC WATERS)
What words would describe styles of:
Communication
Behavior
…for both physician
and brother?
A WAY FOR CLINICAL LEADERS TO THINK ABOUT
& APPLY DISCPSYCHOLOGIAL/SOCIAL
EARLY GOAL DIRECTED
MANAGEMENT
….FOR RELATIONSHIP OUTCOMES
PATHWAY / PROTOCOL
Psycho/social
early goal-directed
management
for positive
interaction
and relationship
outcome.
YOU POOR
THING
DISC is descriptive and non-judgmental.
It describes only the differences in:
A. People vs Task orientation
B. Speed of thinking/action
C. Assertiveness (Proactivity)
D. Responsiveness (Reactivity)
DISC IS NOT A:
1. Measure of intelligence, value, skill,
experience, or training.
2. Total picture of any person
DISC- CLAIMERS
Most People Have 2 Prominent DISC Characters
Primary DISC profile may be hard to determine when people are adapting
D
I
S
C
Extroverts
Introverts
EXERCISE: MEET AND
GREET
Pair up with someone you don’t know.
Introduce yourself to one another and chat within allotted time.
Guess one another’s DISC profile
D
I
S
C
Extroverts
Introverts
What did you immediately notice about your partner? Did how person dressed and looked matter?
Who started the conversation? Speech? Tone?
What non-verbals were displayed? e.g. eye contact, gestures, animation)
What else?
BEWARE OF BIAS
Tends to Assert
Tends to Suppress
Focus on logic
Task oriented
Focus on Feelings
(Relationship
oriented)
Fast paced
Slow paced
Responsiveness
ProactiveReactive
D
SC
I
DISC GROUP RESULTS
DISC
BEHAVIOR
CHARACTERISTICS
REVIEW
DISC TYPE?
Tends to Assert
Tends to Suppress
Focus on logic
Task oriented
Focus on Feelings
(Relationship
oriented)
Fast paced
Slow paced
Responsiveness
ProactiveReactive
D
SC
I
HIGH ‘D’S”
Goal: Victory
Wants others to be direct,
straightforward, and open to their need
for results.
Response to conflict:
DEMAND
- Becomes aggressive and autocratic
- Creates win/lose outcomes
- Refuses to bend
- Overpowers w/force
HIGH ‘D’S”:
INTERACTION TIPS
Make communication brief
Have a bottom line
Be clear about rules and expectations
Let them initiate
Show your competence
Stick to the topic
Emphasize action
Eliminate time-wasters
WHICH IS THE ‘D’ PERSON?
1. Waits in line, but if it’s too crowded takes the stairs.
2. Holds the elevator to let others in; says ‘always room for one more’.
3. Walks up, gets on the elevator, pushes the button to close the door as someone walks up.
4. Counts the number of people on the elevator and if it exceeds the limit, makes someone get off.
DISC PROFILE?
Tends to Assert
Tends to Suppress
Focus on logic
Task oriented
Focus on Feelings
(Relationship
oriented)
Fast paced
Slow paced
Responsiveness
ProactiveReactive
D
SC
I
I’S: THE PEOPLE
PERSONS
HIGH ‘I’S”
Goal: Acknowledgement
Want others to be friendly and to recognize their
contributions
Response to conflict:
EXPRESS
- Wants to be heard
- Glosses over tension initially
- Verbalizes feeling impulsively
- Personality attacks
WHAT CAN WE DO
TO IMPROVE
INTERACTIONS/RELATIONS
WITH NURSES W/ THE ‘I’
PROFILES?
HIGH ‘I’S”:
INTERACTION TIPS
Approach them informally
Be relaxed and sociable
Let them verbalize thoughts and feelings
Keep the conversation light
Provide written details
Give public recognition for individual accomplishments
Use humor
Make eye contact
WHICH ONE IS MOST LIKELY AN ‘I’?
1. Shops without lists; tends to leave checkout line to get forgotten items
2. Brings coupons and calculator to be sure of getting the best deal.
3. Is prepared with a detailed list.
4. Enjoys telling you what’s on sale.
DISC TYPE?
Tends to Assert
Tends to Suppress
Focus on logic
Task oriented
Focus on Feelings
(Relationship
oriented)
Fast paced
Slow paced
Responsiveness
ProactiveReactive
D
SC
I
HIGH ‘S’
Goal: Harmony
Want others to be relaxed, agreeable, cooperative, and appreciative
Response to conflict
COMPLY
- Avoids aggression
- Tries to save relationships
- Accommodates or gives in
- Simmers beneath the surface
HIGH ‘S’:
INTERACTION TIPS
Be logical and systematic in your approach
Allow ample time; be patient
Provide a consistent and secure environment
Emphasize cooperation
Use sincere appreciation
Don’t challenge
Let them adapt slowly to change
WHICH IS MOST
LIKELY AN ‘S’?
1. Is a great scorekeeper, plays strictly by
the rules, cleans the clubs frequently.
2. Golfs the same day, the same time, the
same place every week and has an
umbrella in case of rain.
3. Spends more time in the clubhouse
talking to people.
4. Drives golf cart aggressively; tends to
play through groups of other golfers.
DISC TYPE?
Tends to Assert
Tends to Suppress
Focus on logic
Task oriented
Focus on Feelings
(Relationship
oriented)
Fast paced
Slow paced
Responsiveness
ProactiveReactive
D
SC
I
HIGH ‘C’S’
Goal: Justice
Want others to minimize socializing, give details, and value accuracy
Response to conflict
WITHDRAW
- Becomes defensive
- Strategizes in controlled fashion
- Resists passive-aggressively
- Overpowers with logic and facts
HIGH ‘C’S’: INTERACTION
TIPS
Give clear expectations and
deadlines
In God we trust but for C’s, bring data
Have a plan; Be organized
Be tactful and emotionally reserved
Allow precedent to be a guide
Be precise and focused
Value high standards
WHO’S THE ‘C’?
1. Belongs to a garden club.
2. Grows vegetables and has a 3 year supply of canned corn.
3. Does not allow weeds on own lawn and notifies neighbors upon seeing weeds on their lawns.
4. Hires someone to mow the lawn.
CAUTION: STYLE
UNDER STRESS
53
54
You are the team who will be meeting with Dr. Vader following his interaction with the administrator.
Answer 2 questions:
1. What is the Dr. Vader’s DISC profile? What is
yours? What’s the implication of the difference or
similarity in your profiles?
2. What must each of you dial down or dial up to
optimize the interaction that can result in a
positive outcome that you desire?
55
YOU CAN EVEN APPLY
DISC TO PATIENTS
WHAT IS THE DISC
SENTIMENT?
PATIENT COMPLAINTS
“You are not following your own policies! That’s
unacceptable. You’ll be hearing from my
attorney!”
DOMINANCE
+ High ego strength
+ Strong-willed
+ Decisive
+ Efficient
+ Desires change
+ Competitive
+ Independent
+ Practical
INFLUENCE
+Emotional
+Enthusiastic
+Optimistic
+Persuasive
+Animated
+ Talkative
+People-oriented
+ Stimulating
COMPLIANT
+ Perfectionist
+ Sensitive
+ Accurate
+ Persistent
+ Serious
+ Need much info
+ Orderly
+ Cautious
STEADINESS
+Dependable
+Agreeable
+Supportive
+Calm
+ Contented
+Accepts change slowly
+Amiable
+Reserved
(-)
Pushy
Impatient
Domineering
Attacking
Tough
Harsh
(-)
Disorganized
Undisciplined
Manipulative
Excitable
Reactive
Vain
(-)
Picky
Stuffy
Critical
Judgmental
Fears criticism
Slow to make
decisions
(-)
Unsure
Insecure
Awkward
Possessive
Conforming
Wishy-washy
STYLE
FLEXIBILITY
&
ADAPTATION
59
What is DISC?
How can a leader apply
DISC to his/her work?
60
LEARNING #1
61
LEARNING #2: THE 4
DISC PROFILES?
DISC APPLICATION
D
DISC APPLICATION
I
DISC APPLICATION
S
DISC APPLICATION
CI
FINAL LEARNING
66
BEHAVIORAL STYLE
MATCHMATCHING OF PACE, STYLE, TASKS, RELATIONSHIP
DOMINANT:
D-D: Good
D- I: Good
D- S: Fair
D- C: Poor (Buffer 3 ft)
INFLUENCE:
I-D: Good
I- I: Good
I- S: Fair
I- C: Poor
COMPLIANCE:
C-D: Poor
C-I: Poor
C-S: Excellent
C-C: Excellent
STEADY:
S-D: Fair
S- I: Good
S-S: Excellent
S-C: Excellent
STYLE
COMPATIBILITY
STYLES GREAT
RELATIONSHIP
10 9 8
REQUIRES EFFORT
7 6 5 4
REQUIRES WORK
3 2 1
D - D S W
D - I S W
D - S S W
D - C W S
I - I S W
I - C W S
S - S S W
S - C S W
C - C S W
S= SOCIAL W= WORK
DISC
SUMMARY TT’S FINAL ADVICE FOR SUPER-
LEADERS
BOTTOM-LINE
Get to know your own DISC profile and adapt.
• Be mindful of your hidden and blind quadrants
Identify DISC profile of person(s) with whom you are interacting (professionally and personally).
And………
Adapt your style to best meet the communication and behavior styles of the person with whom you
are interacting to achieve the best outcome.
BOTTOM-LINE
COMMUNICATIONCONFRONTATION & CRUCIAL CONVERSATION
WHAT’S A CRUCIAL
CONVERSATION?
A conversation between 2 people
when:
The stakes are high
Opinions vary
Emotions run strong
RESEARCH
CITED…..BY AUTHORS
Companies who have mastered the art of crucial
conversations….
• Respond 5 times faster to financial downturns
• Save $1500 AND an 8 hour workday for every crucial
conversation held rather than avoided
• Substantially increase trust and reduce costs in virtual
work teams
• Influence changes in colleagues who are bulling,
conniving, dishonest, or incompetent
WHAT CRUCIAL/DIFFICULT
CONVERSATIONS HAVE YOU
BEEN AVOIDING?Take a minute to identify a crucial conversation
you have been avoiding.
Please be prepared to share what conversation
you have been dodging and why.
WHY DO WE AVOID
DIFFICULT/TOUGH CONVERSATIONS?
WHAT’S THE RISK OF
NOT HAVING A NEEDED
CONVERSATION?
My way
No way Your way
Our way
Mid way
SO….HOW DO WE DO IT ?
SCHOOL OF HARD KNOCKS-
SIMPLIFIED APPLICATION
Step 1: Work on YOU first and muster up your
courage to confront and practice the
conversation.
Step 2: Technically prepare for the difficult
conversation
Step 3: Breath…..and Just Do It; then follow-up
START BY PREPARING YOU
WHAT CAN WE DO ABOUT IT???
THINK THROUGH ALL THE WAYS A
CONVERSATION CAN GO
& PRACTICE
COMMUNICATION
TECHNIQUES
NON-VERBAL COMMUNICATION
IS LOUDER THAN VERBAL
TENETS OF CRUCIAL CONVERSATION
THE KEY TO
CONFRONTATION AND
CONFLICT RESOLUTION
IS?
HELPFUL APPROACHES
DESC SCRIPT
NEW ED STAFF
HOW MIGHT YOU SAY
IT DIFFERENT?
What I feel like
saying
Inappropriate
hygiene or dress
How I could say it
differently
??????????????
STRESS AND THE AMGYDALA
ANTICIPATE
DIRECTNESS &
SENSITIVITY
(DIPLOMACY)
BOTTOM-LINE
REMEMBER THE
CRUCIAL
CONVERSATIONS
YOU HAVE BEEN
AVOIDING?
CONFLICT RESOLUTION
REVISITING TODAY’S
LEARNING
SUMMARY PEARLS
Conflict is normal and ok.
Start with knowing your own communication and conflict style.
Stay mindful and control your emotions
Ensure safety in interactions.
Adapt
