- Bene ts:

COMMUNICATION PROCESS ● Minimize con ict

● Control anger
Communication ● Have needs better met
- It is the exchange of information
● More positive relationship with others
- Message is transmitted from the sender to the receiver
- It is a two-way process Passive Communication
- Not speaking up
- Speaking quietly and undermining opinion

Techniques in Communication
1. Clear Statements
2. Express your feelings and listen to what others have to tell
you
3. How you say it is more important than what you say
(volume and tone of voice)
4. Body language says it all
5. Do not exaggerate
6. Speak with facts
7. Use “I” statements

Assertiveness
Communication Styles - Being assertive means taking responsibility for your own
- May be: behaviors and emotions; communicating the message you
● Interpersonal need to communicate and persisting till you achieve your
● Nonverbal goal
● Verbal
● Persuasion Learning: Interaction of the health care professional with
● Negotiation clients and colleagues is improved using good
● Bargaining communication skills. Becoming more assertive can lead to
increased respect and personal con dence
Communication is a Need
- Facilitates understanding
- Builds relationships Principles of E ective Communication
- Fosters exchange of information 1. Know your purpose
- Expresses thoughts, opinions, and expression - To inform
- To persuade
Key Considerations in Communication - To entertain
- E ective Communication
● is key to preventing medical errors 2. Know your audience
● Contributes to patient and sta satisfaction - Must consider the culture (beliefs and practices), age,
- Individual, team and group communication is in uenced by interests, background to know how to present the topic
the organizational climate and culture
- Pro ciency in verbal, non-verbal and written 3. Know your topic
communication is a key leadership quality - Knowledge of what to say
- Strong communication skills do not happen overnight. They
require practice, experience, assertiveness and con dence. 4. Adjust speech according to setting and context for the
- Healthcare professionals need to feel safe enough to audience
articulate needs, viewpoints and ideas for improvement of
healthcare and the work environment 5. Consider the feedback
- Communication in healthcare is essential to patient safety, - To improve communication skills
health and well-being. Without e ective communication ● To audience
skills, serious errors that may cost patients their lives can ● From audience
occur.
Speci c Principles
3 Ways E ective Communication can Support Quality in 1. Correctness
Health Care - Correct, precise and accurate information must be
1. Prevents medication errors conveyed
2. Promotes sta and patient satisfaction - Free from grammatical errors
3. Contributes to healthy work environment by allowing the - Use of appropriate and correct language must be se
expression of ideas and emotions
2. Completeness
Assertive Communication - The questions What, When, Where, Why, and How are
- Expressing one’s point of view in a way that is clear and answered
direct while still respecting others
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 - Leaves no question in the minds of the receiver
TEAMWORK
3. Clarity/Clearness
- Emphasizes on a speci c goal or objective Teamwork: Problem Solving
- Stated in a logical way - Problem solving is the ability to work through problems by
- There is a use of transitional devices using critical thinking skills to arrive at a solution.
- Avoids jargons/technical terms - With teamwork, problem solving improves the chances of
- Uses exact, appropriate, and concrete words coming up with the best solution or result.
- When people work together, they can share and compare
4. Concreteness ideas and choose the one that best solves the problem.
- Implies being particular/speci c and clear
- Avoids using abstract terms Teamwork: Decision Making
- The collective wisdom of the group can be much more
5. Conciseness profound than what any individual could have come up
- Communicating with what you want to convey with.
- Provides short and essential message using limited - Everyone on the team can contribute solutions to a
words problem
- Non-repetitive
- Direct to the point Process of Team Development
- Short but meaty 1. Forming
- Avoiding wordy phrases - Involves a period of orientation and getting acquainted.
- Team acquaints and establishes ground rules.
6. Consideration - Formalities are preserved and members are treated as
- “YOU” attitude strangers.
- Implies “stepping into the shoes of others”
- Ensures that the self respect of the audience is 2. Storming
maintained and their emotions are not harmed - Most di cult and a critical stage to pass through.
- Knowing the viewpoints, background, mindset, - A period marked by con ict and competition as
educational level of your audience individual personalities emerge.
- Members start to communicate their feelings but still
7. Courteousness view themselves as individuals rather than part of the
- Must be polite, kind, judicious, enthusiastic, and team.
convincing - They resist control by group leaders and show hostility.
- Do not be rude and boastful
- Respect begets respect 3. Norming
- Re ects the nature and character of the sender - Consensus develops around who the leader or leaders
are, and individual member’s roles.
Summary - People feel part of the team and realize that they can
- Communication is vital in the health care workplace. This is achieve work if they accept other viewpoints.
especially true in the process of documentation – which is a
form of written communication, and endorsement. Our 4. Performing
failure as health care professionals to communicate - Consensus and cooperation have been well-established
ndings immediately and e ectively may endanger a and the team is mature, organized, and well-functioning.
patient’s life or may bring about irreversible damage to their - There is a clear and stable structure, and members are
health. committed to the team’s mission.
- Let us remember care not documented is care not given. - Problems and con icts still emerge, but they are dealt
- Endorsing properly is the backbone of work done in shifts with constructively.
where clients are patients with compromised health. - The team works in an open and trusting atmosphere
Endorsement is still part of communication. where exibility is the key and hierarchy is of little
- On the other hand, e ective communication within the importance
health care team facilitates optimal and holistic delivery of
health care services Characteristics of E ective Means
1. Common Goal
- E ective teams have a common goal.
- They have one shared objective that each team member
is working toward.
- This goal is unambiguous, known to all team members,
motivating, and has a clear path to achievement.

2. Open Communication
- Communication is the foundation of e ective teamwork.
- Without communication, goal will not be achieved.
- With bad communication, the goal will be achieved but
the process will involve duplication of tasks,
unnecessary tasks, frustration, and confusion.
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 - Good communication involves accurately dispensing
knowledge, an environment where team members can CONFLICT MANAGEMENT
freely express their thoughts and opinions, trust, and
ears. Interprofessional Con ict
- Con ict may arise when individuals with common goals,
3. Team Roles values, ideas, attitudes, beliefs, feelings, or actions contest
- Establishing de ned team roles, with a respect for each for privileges, responsibilities, authority, autonomy, and/or
role’s part in achieving the common goal, is an essential rewards.
part of e ective teamwork - It can be a positive or a negative con ict, a healthy one or a
dysfunctional one with the work environment.
4. Time Management - It can originate with competition among individuals and its
- Time is precious in an e ective team. variations in economic and professional values.
- Once a task is identi ed, they focus on that task until
completion. Sources of Con ict in the Workplace
- Scarce resources, reform, poorly de ned roles and
5. Practical Problem Solving expectations, the ability to work as a team, interpersonal
- An e ective team identify problems and solve them communication skills, and expectations about level of
practically. performance in various roles are some.
- The most important in problem solving is correctly - Con ict in organizations can be caused by task
identifying the real problem to solve it easier. interdependencies, status inconsistencies, jurisdictional
- E ective teams embrace problems as they arise. ambiguities, communication problems, dependence on
Problems are seen as a opportunity to progress further common resource pools, lack of common performance
along the path to the common goal. standards, and individual di erences.
- In a workplace, employees may experience con ict due to
6. Bonding the following: resistance to change, unclear job
- A happy team is an e ective team. expectations, poor communication, toxic work
- Team members should have trust on one another and environment, di erences in personality and poor work
they should also have each other’s back when they fail habits.
- Also, personality clashes, unrealistic needs and
expectations, business values, unresolved workplace
issues and increase in workload

Types of Con ict

1. Task Con ict
- Involves concrete issues related to employees’ work
assignments and can include disputes about how to
divide up resources, di erences of opinion on
procedures and policies, managing expectations at
work, and judgments and interpretation of facts
- Simplest to resolve
- Often turns out to have deeper roots and more
complexity
- Bene ts from the intervention of an organization’s
leaders

2. Relationship Con ict

- Arises from di erences in personality, style, matters of
taste, and con ict styles.
- When two people who haven’t met each other are
thrown together to work on a project is an example.

3. Value Con ict

- Can arise from fundamental di erences in identities and
values, which can include di erences in politics,
religion, ethics, norms and other beliefs

——————————————————————————-

1. Man vs Self
- Internal con ict
- Con ict takes place within the mind of a person
- Often involves decision making between what is right
and wrong
- When an individual is battling a mental illness
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 2. Man vs Man Con ict Resolution Strategy
- Or interpersonal con ict 1. Avoiding
- Most common form of external con ict - An individual who tries to ignore or sidestep the con ict,
- Protagonist vs antagonist hoping it will resolve itself or dissipate.
- Can also appear between friends or acquaintances - Individual just ignore or withdraws from the con ict.

3. Man vs Society 2. Accommodating

- An individual is at odds with a ruling body or social or - Strategy where one party gives in to the wishes or the
cultural norms demands of the other party in the expense of an
- An individual ghting his or her government individual’s needs or desires.
- It is where an individual is going against the grain of
what his or her society and people expect 3. Compromising
- It involves nding an acceptable resolution that will
4. Man vs Nature partly, but not entirely, satisfy the concerns of all parties
- An individual faces a natural occurring event or a force involved.
of nature
- When an individual is battling natural disasters like 4. Competing
tornadoes, typhoon and the like - This strategy is used when an individual tries to satisfy
his/her desires at the expense of the other parties
5. Man vs Machine involved.
- Means that an individual is in direct combat with robots - Is used by people who plan to win a con ict
or with technology
5. Collaborating
6. Man vs Fate/Supernatural - This strategy involves nding a solution that entirely
- Against god/gods satis es the concerns of all involved parties.
- Considered as a man vs self con ict when focused on
an internal and moral struggle

● Intrapersonal con ict occurs within an individual.

● Interpersonal con ict occurs between two or more
individuals.
● Intragroup con ict occurs within a group.
● Intergroup con ict occurs between two or more groups.
● Competitive con ict occurs when two or more groups
would want to reach a common goal.
● Disruptive con ict results from trying to defeat the
opponent

———————————————————————————

1. Interdependence Con ict

- Happens when a person relies on someone else’s
cooperation, output, or input for them to get their job
done.

2. Di erences in Styles
- When people have di ering preferences on how to get
things done, con ict may arise.

3. Di erences in Background/Gender
- Con icts may arise between people because of
di erences in age, educational backgrounds, personal
experiences, ethnic heritage, gender, and political
preferences.

4. Di erences in Leadership Style

- Leaders have di erent ways on how they manage their
team. With this, there may be a confusion on the
leadership skills of one leader to another.

5. Personality Clashes
- Often ignited by emotions and perceptions about
somebody else’s motives and character.
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