00:01
Wilma and Betty have been experiencing tension
in their working relationship for the past year.
00:08
Betty joined the team and had consistently made the
same mistakes with incomplete or unclear messaging
on the communication whiteboard in the
patient rooms which led to frustration,
miscommunication, and
impacted the patient care.
00:25
Wilma was Betty's co-worker and
was very conflict adverse.
00:32
She would try to help alleviate miscommunication by speaking with
the patients to backfill the mis or incomplete communication.
00:42
Wilma never confronted
Betty about the issue.
00:46
She just shook her head, filled in the
information, and went on her way.
00:51
One day, Wilma noticed that none of the information
had been completed in 3 of Betty's patient rooms.
01:00
This was the last straw for Wilma. She
was tired of picking up Betty's slack.
01:07
Wilma went out to Betty and began to firmly
belittle Betty's competence as a nurse.
01:14
She told her that she was not being a team
player with her lack of communication.
01:20
She didn't meet the expectations of the job and she was
causing more problems than solutions on the floor.
01:28
Betty felt blindsided.
01:30
She quickly retaliated that Wilma took longer
breaks than what was outlined in the handbook
and she was always hanging
out at the nurse's station.
01:40
This sparked an even fiercer battle
of words among the 2 colleagues.
01:45
The 2 had been casual work friends, but by
the end of the exchange emotions were high,
tensions were heated, and the
relationship was severed.
01:57
Think of how much better this conversation would have
gone if the 2 were proactive in their conversations.
02:06
This brings up an important factor of team
collaboration I want you to consider for your team.
02:13
Develop a game plan to
address disagreements.
02:18
In this lesson, I'll explain how to approach tension in your
team and help guide through healthy conflict resolution.
02:27
First, outline when and how to
speak up about frustrations.
02:33
Wilma liked Betty and did not want to confront her, but
liking a team member isn't enough to avoid frustration.
02:43
Have a proactive conversation
before tensions rise.
02:49
Some people do not want to admit that
a challenge or frustration exists.
02:55
Other times, people know that there is a problem, but
do not know how to address the challenging situation.
03:03
Ask the question proactively
in a working relationship.
03:07
At some point in our working relationship,
there will probably be conflict.
03:13
How should we handle that situation whenever it arises?
Be specific in these conversations.
03:21
Generic responses will not be specific
enough to make a meaningful impact.
03:27
I was working with one team that
had known personality differences.
03:32
Some were very direct in communication.
Others were indirect.
03:37
Some were very detailed, others were not. Some
were very expressive, others were more reserved.
03:46
These differences could impact the quality of
patient care and team harmony among the department.
03:53
The team took the time to address specific opportunities for conflict
and complement within the different personality preferences.
04:03
The not-so-detailed individuals encouraged the
detailed people to speak up and vice versa.
04:11
They ask specifically how they could help and created a
conversation outline for how to address more detailed challenges.
04:22
I was working with another team that
had a habit of circular conversation.
04:27
They would talk a lot about different ideas
and changes, but never truly made a decision.
04:35
They decided to time box their conversations which meant
time to define the problem, time to discuss solutions,
time for final remarks, and then ELMO which stood for
"Enough, let's move on, time to make a decision."
As you can see, these proactive conversations are much more
than "if there is a problem, bring it up" type of chat.
05:00
It is actually a catered intentional conversation to
proactively identify possible areas of frustration
and create an effective game plan
to address these challenges.
05:13
Sometimes, teams are weary to identify
obstacles or potential challenges.
05:21
However, this is a time to make adjustments now so that you can move
more quickly and effectively with less frustration in the future.
05:33
Like a track athlete running hurdles, identifying the
hurdle allows the athlete to make the adjustment
that they need to successfully overcome
the hurdle and continue the race.
05:47
Ignoring the hurdle does not make it go away.
Tensions happen in teams.
05:54
Be proactive in having a somewhat uncomfortable conversation
now to avoid a very uncomfortable conversation later.
06:07
Next, recognize the difference
between intention and action.
06:12
There were times when Wilma was incomplete in her
communication on the communication whiteboard.
06:19
There were times that Betty
overstayed her allotted breaktime.
06:24
The 2 were not immune for mistakes and
mishaps, neither ask about intention.
06:31
They only looked at outcomes.
06:35
Remember the fundamental attribution error,
which states that we too often judge
other people by their actions and
ourselves by our intentions.
06:46
When you confront performance expectations, I encourage you
to establish a norm of assuming positive intent in your team.
06:58
Remember, understand the context, ask
for intention, and offer support.
07:06
Now, in our proactive conversations, let's switch roles
as we keep the fundamental attribution error in mind.
07:15
I want you to recognize that you are
agreeing to respond to a conversation
in which someone may address your unmet
performance expectations in a healthy manner.
07:30
This can be challenging.
07:33
Sometimes a team member may bring up one of my mistakes
and I want to get mad, defensive, act irrationally.
07:42
And then I remember our
proactive conversation.
07:45
In the conversation, I agreed to assume
positive intent and behave in a certain manner.
07:53
I agreed to assume that the person
is trying to help me be better.
07:59
Now, let's say that the person is actually
genuinely not intending to be positive.
08:07
In this situation, I encourage you to address the
challenging situation with the individual one on one first.
08:16
Ask for understanding and
try to reach a solution.
08:20
If a solution is not reached, you can utilize your charge
nurse or manager for help in navigating the situation.
08:29
If the challenging situation is
with your charge nurse or manager,
I encourage you to look to human resources for
assistance in navigating this challenging situation.
08:42
Hopefully you do not find
yourself in this situation.
08:46
But if you do, understand
that you are not alone.
08:51
There are other people in the organization
that are there to help champion your success.
08:58
Lastly, create a framework of conversation to
address disagreements in a healthy manner.
09:07
How will you approach disagreements?
What action steps will you take?
Create an environment of understanding
and communication with your team members
so that team members will be equipped to confront
challenging conversations in a healthy manner.
09:27
When team members are collaborating, they are
oftentimes challenging norms and raising standards.
09:35
This rarely comes without growing
pains and some change adjustments.
09:41
Keep in mind the overall goal, everyone on your
team is there to provide excellent patient care.
09:49
Keep the common goal in mind. While differences
of opinions, personalities, approaches,
and experience may make up the diversity of
the team, keep sight of the common goal.
10:03
Setbacks, failures, and mistakes often
accompany a collaborative dynamic
but this does not mean the
team is doomed to frustration.
10:16
By creating a game plan with your team
on how you will address frustrations,
you will greatly increase your collaboration
and work environment harmony.
10:30
So, here's what I
want you to do.
10:33
I want you to identify 2-3 opportunities for
complement or conflict within your team.
10:43
Then I want you to have a catered proactive
conversation with your team members
to create a game plan for a
better working environment.