Successfully reported this slideshow.

Chapter 22 communication and human relations skills


Published on

Published in: Technology, Business
  • Be the first to comment

Chapter 22 communication and human relations skills

  1. 1. Chapter 22
  2. 2.  Explain the need for Central Service Technicians to utilize effective communication and human relations skills  Define the term, “professionalism,” list traits of professional Central Service Technicians, and describe their fundamental beliefs and behaviors  Use basic tactics of effective communication in the workplace  Practice procedures to enhance and maintain effective working relationships
  3. 3.  Discuss tactics to improve teamwork  Define the term, “diversity,” explain why it is important, and review how Central Service Technicians can develop a “diversity mindset”  Practice basic customer service skills, and utilize tactics to appropriately handle customer complaints  Review concerns applicable to handling promotions, relating experience to job success, setting priorities, and committing to patient care during disasters
  4. 4.  The development and maintenance of effective interpersonal relationships that enhance teamwork
  5. 5.  The process of transmitting information and understanding from one person to another by use of words and non- verbal expressions such as body language
  6. 6.  Work in an occupation that requires extensive knowledge and skills  Have education and experience in a specialized body of knowledge
  7. 7.  Have a positive attitude and pride in themselves and the important work that they do  Possess the knowledge and skills to be proficient  Are alert to the need for ongoing improvement.  Contribute 110% to help their team meet its goals  Are genuinely interested in helping others  Know and attain (or exceed) their facility’s quality and quantity standards  Are competent communicators  Practice appropriate human relations skills  Respect their supervisors and their peers  Have imagination  Are creative
  8. 8.  Follow high ethical and moral standards  Are self-confident  Are courteous to their co-workers ad all other whom they have contact with  Admit mistakes and learn from them  Follow appropriate personal hygiene and dress standards  Have a sense of humor  What Should Central Service Technicians Expect from their Employer?  Fair pay for the work which is done  Safe working conditions  Training to meet job standards, and then additional training to maintain performance and, possibly, advance to more responsible positions  Help to make sure that all employees work well together  An explanation of all applicable policies, rules and regulations  A fair evaluation of their work
  9. 9. Following the basic principles of “right” and “wrong”
  10. 10. Following formal limitations determined by law
  11. 11.  Following professional standards of practice and conduct  Code of Ethics – ethical behaviors relative to the standards of conduct for your profession
  12. 12.  Is the proposed action legal?  Will the proposed action hurt anyone?  Is the proposed action fair?  Am I being honest as I undertake the proposed action?  Can I live with myself if I do what I am considering?  Would I like to publicize my decision?  What if everyone did it?
  13. 13.  Identifies how the employees of a healthcare facility should interact with and relate to each other and the constituencies whom they serve
  14. 14. …is a skill …requires practice
  15. 15.  We communicate when we: ◦ Talk with someone ◦ Address a situation  We also communicate when we: ◦ Ignore someone ◦ Ignore a situation
  16. 16.  What time is “Early”?  When is “Soon”?
  17. 17.  “Actions speak louder than words”  We communicate through: ◦ Facial Expressions ◦ Posture ◦ Body Language
  18. 18. Can you tell how these phone calls are going without hearing the conversation?
  19. 19.  Communication is most effective when it is a two-way activity  Feedback helps assure that the message was received as intended
  20. 20.  Beware of “Information Overload”  Concentrate on Quality of information not Quantity  What do they NEED to know?
  21. 21.  Comparing people is like comparing apples to oranges  Everyone has different skills, talents, etc.
  22. 22.  “Just Like Me” Syndrome  We tend to like those who have common interests or backgrounds
  23. 23. Cultural Backgrounds Lifestyles Religious Beliefs Political Affiliations Personal Interests Abilities etc.
  24. 24.  None of those differences should change how your group fulfills its’ mission
  25. 25.  …each different piece is needed to make up the whole picture
  26. 26.  “Stereotypes”  This happens when we assign general qualities to a specific group of people
  27. 27.  Good Day/ Bad Day Effect  Happens when we allow personal feelings to affect communications.  “What’s the Mood of the Day?”
  28. 28.  We value people that have qualities we admire  When this happens negative behaviors may be “overlooked”  This may create favoritism
  29. 29.  This happens when we dislike someone because of one quality or characteristic  The Pitchfork Effect can prevent us from seeing the good in others  The Pitchfork Effect is the opposite of the Halo Effect
  30. 30.  By recognizing them and being willing to work on them, we can get communication moving again
  31. 31.  Know what you want to say. Keep on target as your speak  Identify the main points in the message; organize what you will say, and assure that, while speaking, you will address each main point  Stay focused; do not ramble, digress, or talk about things that are not critical to your message  Concentrate on the listener rather than yourself. Remember that the main objective of speaking is to communicate – not to make a good impression  Ask open-ended questions  Use language that the listener will understand.
  32. 32.  Speak enthusiastically. Be committed to the purpose of your message and show interest and enthusiasm when speaking  Be able to support the information provided. If points are well documented, the listener will be able to concentrate on what you say rather than questioning whether your statements are accurate  Think about your listener’s background and speak in a way that will help assure that the message is accurately received  Concentrate on the central idea the speaker is trying to convey  Focus on what the speaker is saying; do not become distracted
  33. 33.  Don’t just listen for specific facts. There may be a hidden agenda that is part of the message  Understand the speaker’s basic ideas before objectively criticizing them  Don’t let emotions influence you. Avoid immediate evaluation of the message and try think about the content objectively  Don’t tune out the speaker because the message seems familiar, strange, or unimportant  Don’t let an uncomfortable physical environment cause distraction  Consider the speaker’s perceptions as you listen to the message
  34. 34.  Search for special meaning in the speaker’s message. Some elements may be more important than others  Note the speaker’s non-verbal communications. Sometimes the real message is non-verbal  Don’t avoid listening to information that is complicated. Ask questions  Concentrate on the message and its contents, not it’s delivery. Problems with the speaker’s voice or pronunciation can cause difficulties. Try to see through to the real meaning of the message  Allow the speaker to finish, then react fairly and sensibly  Take notes if the information is detailed and specific  Don’t formulate a response to the message while listening to the speaker
  35. 35.  Instruction, Advice and Counseling by Managers and Supervisors  Facility and Department policies and procedures  Discussions in departmental staff meeting and other meetings  Individual and group training presentations  Facility and departmental bulletins, memos, newsletters, etc.  Performance Evaluation Sessions  Employee Work Schedules  Conversations related to delegated project assignments  Monitoring of on-going work activitie
  36. 36.  Casual conversations between employees before, during, and after work and while on breaks  “The Grapevine”  Rumors/Gossip
  37. 37.  Two Basic Types of Interview Questions: ◦ Open-ended. Permit the interviewee to respond in an unstructured manner ◦ Closed ended. Call for a brief response
  38. 38. 1. Interview is scheduled. It must be planned 2. Transitional conversation to set the tone of the interview 3. Questions 4. Review
  39. 39.  Try to answer the phone in the fewest possible rings  State you name and department. “Central Service, This is Bob”  If you are answering someone else’s phone, identify the individual for whom you are answering  Always identify yourself  If calls must be screened, never ask who is calling before you inform the caller that someone is unavailable  Ask the caller if he/she wishes to leave a name and phone number if the person they are calling is unavailable  If the caller must be placed on hold, ask if they wish to be placed on hold, or called back  When transferring calls give the caller the number where the call is being transferred so that they can call it if the transfer does not go through  When taking messages, be sure to write down all information such as complete name, company affiliation, date, time, phone number and additional information
  40. 40.  E-mail is different from written memos: ◦ Other people may read an e-mail ◦ Messages may be sent to the wrong mailbox. ◦ E-mails may not be received ◦ Some common e-mail phrases may confuse readers ◦ Long e-mail messages may be difficult to read. Limit the text to one screen if possible. ◦ It is best to use e-mail for messages that require urgent attention ◦ E-mail should not become a substitute for personal and telephone conversations
  41. 41. Using employer technology for personal use is wrong!
  42. 42.  Should be used for work activities, not personal use  Only web sites that relate to approved work activities should be accessed from an employer’s computer
  43. 43. The Development and Maintenance of Effective Interpersonal Relationships that Enhance Teamwork
  44. 44.  Try to understand co-workers as individuals and incorporate that understanding into interactions  Help other employees achieve their highest possible level of job satisfaction  Increase their contributions to the team  Develop a genuine spirit of cooperation and teamwork
  45. 45.  Do all that is reasonably possible to maintain sound working relationships  Act in a professional manner  Be a contributing member of the team  Accept responsibility to continually learn and help other around you to learn  Promote cooperation
  46. 46. The success or failure of your system depends on the people who work within it!
  47. 47.  Increases patient satisfaction  Improves productivity through increased cooperation and reduced personal competition  Increases employee job satisfaction  Improves the work environment  Decreases job-related stress
  48. 48.  Several Factors must be present for teamwork to occur: ◦ Attitude ◦ Cooperation ◦ Promptness ◦ Loyalty
  49. 49.  Formal  Informal  Teamwork is important to both types of groups
  50. 50.  Common goals are defined and accepted by group members  Group members cooperate as a team  Group members have the resources needed to attain their goals
  51. 51.  Group members help each other  The atmosphere within the group is comfortable  Group members participate in discussions about matters that affect the group
  52. 52.  Group members are creative; they contribute without fear of ridicule  There can be healthy disagreement between group members  There is a general consensus about matters affecting the group  Group members do not subjectively criticize each other’s ideas of position  Group members feel free to express their feelings  Assignments are made and accepted when action must be taken
  53. 53.  There is seldom a power struggle between group members.  The group leader does not always dominate. “What must be done” is more important than “Who controls”.  Group members know how the group operates.
  54. 54.  A group of employees from different departments within the healthcare facility that work together to resolve operating problems Central Service Other Departments Surgery Patient
  55. 55.  Diversity – The broad range of human characteristics and dimensions that impact the employees’ values, opportunities, and perceptions of themselves and others at work
  56. 56.  A welcoming and rewarding work environment encourages excellent job performance  The changing make-up of the labor force increasingly requires the employment of those with diverse personal dimensions  When persons are valued turnover and absenteeism are minimized  A culture of understanding, respect, and cooperation encourages teamwork  Diverse backgrounds create more creative alternative as decisions are made
  57. 57.  Equal Employment Opportunity and Affirmative Action Programs provide legal guidelines to address discrimination  Organizations often go beyond the legal requirements to develop cultures that value diversity. They attempt to create cultures in which diversity is desired and it strengthens the organization
  58. 58.  Requires a Willingness to Change  Requires Time  Requires Education  Requires Commitment  Requires Central Service Technicians to take the long view of how they want their workplace to be
  59. 59.  Can be formed with a single positive (or negative) encounter  Central Service Technicians must strive to develop good customer service skills
  60. 60.  Consistent Delivery of Goods and Services  Quality at each step of the processing cycle  The ability to focus on the process, not emotions  Communication  Cheerful, courteous and friendly behaviors  An atmosphere of trust  Professionalism  The ability to stay focused and calm during emergencies
  61. 61.  The CS/OR relationship is critical to patient care  The fast-paced atmosphere creates challenges for both groups  The CS/OR relationship is based on mutual trust  Communication is KEY  Slang Terms, Jargon, and Nicknames can impede communication  Rapidly changing needs pose additional communication issues
  62. 62.  Address issues without assigning blame.  Focus on identifying and correcting the problem. Ask: ◦ Is adequate training provided for the task? ◦ Does everyone involved in the process understand their role? ◦ Is there adequate equipment and are expectations realistic? ◦ Do other factors interfere with the process?
  63. 63.  After problems are identified, staff from both department s can work together to resolve them  Communication between Surgery and Central Service should be ongoing in a continual effort to improve processes
  64. 64.  Although Central Service Technicians do not provide direct patient care, they do have an impact on that care
  65. 65.  Improve Patient Relations by: ◦ Always looking neat and professional ◦ Performing your job well ◦ Having pride in your work and your facility ◦ Follow service strategies that focus on patients ◦ Soliciting ideas about ways to be more patient friendly from your customers
  66. 66.  Empowerment: The act of granting authority to employees to make key decisions within their areas of responsibility  Empowerment allows employees to handle many customer complaints immediately
  67. 67.  Service Recovery: The sequence of steps used to address customer complaints and problems in a manner that yields a win-win situation for the customer and department
  68. 68. 1. Acknowledge the customer 2. Carefully listen to the customer’s problem 3. Remain calm and give undivided attention 4. Ask questions 5. Empathize with the customer 6. Apologize for the problem and accept responsibility to resolve it 7. Do not justify or place blame 8. Provide time frame for remedial action 9. Monitor problem resolution progress 10. Follow-up with th4e customer 11. Learn from the experience
  69. 69. The goal is always improved customer service that results in quality patient care
  70. 70.  Promotions may create situations where Technicians move to supervising their former workgroup  Changes in work duties and in relationships are inevitable  Technicians consider specific tasks. Supervisors consider the broader needs of the department
  71. 71.  Experience is more than time. For example, one technician may have 20 years of time within a department, but have limited experience, while another person with 20 years of time may have developed by gaining more experiences doing specific tasks, etc.  Experience is important, but it must be coupled with continuing education and professional development
  72. 72.  Experience can be invaluable because it can improve knowledge, skills, and common sense  Experience can be detrimental when it encourages employees to develop a sense of entitlement or to take shortcuts
  73. 73.  Unsuccessful employees are often not those who cannot perform the job, they are ones who have attitudinal problems and an inability (unwillingness) to appropriately interact with others  Experience can improve human relations skills, but cannot improve attitudinal problems
  74. 74.  Must frequently meet unexpected challenges  Must always put the patient’s needs ahead of all else  Must rely on teamwork to meet demands
  75. 75.  During routine (non-emergency) work times, some basic questions can help you prioritize: ◦ What is the most important part of my job. ◦ What few things make the biggest difference in how I perform my job? ◦ What task would I want done if I was the supervisor? ◦ What is the best use of my time right now? ◦ What can I do to help my team? ◦ What are things I have been waiting to do until I got around to it?
  76. 76.  Also helps reduce stress and ensure more efficient systems  Central Service Technicians who practice good prioritization are able to make more contributions to their team
  77. 77.  Disasters are unpredictable.  Central Service Technicians must prepare for disasters.
  78. 78.  Study your department’s disaster plans. Make sure you are familiar with your role and your department’s role in the event of a disaster.  Take disaster drills seriously. Practice will help you respond more quickly and efficiently during an actual disaster.
  79. 79.  Keep your department informed of your current telephone number so an accurate call back roster can be maintained  Make personal arrangements that will allow you to support patient care in the event of a disaster. For example: ◦ Back up Childcare Arrangements ◦ Family communications
  80. 80.  Keep calm and positive during a disaster. Don’t add to the stress  Focus on your job and what is needed to meet patient needs  Recognize that your skills are an important part of your facility’s emergency response  Do not share patient information with anyone outside the hospital
  81. 81.  Human Relations and Communication skills are a critical component to the success of every Central Service Department and to the success of every Central Service Technician  Human Relations and Communication Skills can be improved and enhanced to provide excellent customer service and quality patient care