Ensuring two way communications
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This document discusses key principles for effective communication between support agents and customers. It emphasizes that listening is an active skill that takes effort. Both parties must be actively involved in the interaction to ensure understanding and progress towards resolution. Trust in the relationship allows for open communication, while mutual alignment of goals establishes shared expectations for resolving issues.
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12
COMMUNICATING
Developing Outstanding
Interpersonal Skills
Starting Point
Go to www.wiley.com/college/Lombardi to assess your knowledge of basic
communication skills.
Determine where you need to concentrate your effort.
What You’ll Learn in This Chapter
▲ Key elements of the communication process
▲ Typical sources of communication messaging
▲ Common communication barriers
▲ Perceptions that affect communication
▲ Strategies for improving communications
▲ Conflict management techniques
▲ Steps and pitfalls in the negotiation process
After Studying This Chapter, You’ll Be Able To
▲ Compare effective communications and efficient communication
▲ Differentiate between incoming and outgoing communication
▲ Analyze the ways in which perceptions can alter a communication message
▲ Apply the strategies for improving communications
▲ Practice techniques for effective conflict management
▲ Compare negotiation methods and tools
Goals and Outcomes
▲ Master the terminology, tools, and techniques associated with the
communication process
▲ Use effective communication techniques
▲ Respond to communication barriers
▲ Evaluate perceptions and their effects on communication
▲ Choose and use effective communication strategies
▲ Employ conflict management tools
▲ Apply common negotiating principles
2061T_c12_339-376.QXD 7/20/06 8:11 PM Page 339
340 COMMUNICATING
INTRODUCTION
As a health care manager, the strength of your communication skills directly
connects to your overall performance effectiveness. The communication process
happens almost constantly during the workday because the sources of com-
munication messages are numerous. A range of communication barriers and per-
ceptions can negatively impact the communication process. Savvy managers can
improve communications by focusing on mutual benefit, tailoring their messages,
actively listening, and using effective communication techniques. Workplace con-
flict may be inevitable, but proactive managers can respond effectively to conflicts,
often improving situations. In particularly, negotiation is complex set of tools
that managers can utilize to minimize conflict and encourage positive workplace
interaction and communication.
12.1 Understanding the Communication Process
The ability to communicate well, both orally and in writing, is a critical man-
agement skill. Through communication, people exchange and share information
with one another, and influence one another’s attitudes, behaviors, and under-
standings. Communication allows one to establish and maintain interpersonal
relationships, listen to others, and gain information. No manager can handle
conflict, negotiate successfully, and succeed at leadership without being a good
communicator. It is no wonder that “communication skills” often top the list of
attributes employers look for in job candidates.
12.1.1 Communication Essentials
Formally defined, communication is an interpersonal process of sending and
receiving symbols with mes.
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The document lists several challenges that were addressed and initiatives that were implemented including stopping upselling, establishing a quality control team, enforcing support tickets, creating organizational structures, identifying talent, delegating responsibilities, developing KPIs, creating autonomous customer service units, implementing various tools like WalkMe and Izenda, conducting HIPAA awareness sessions, creating a client retention unit, using Power BI for reporting, conducting in-house marketing, and creating CRs for CureX. It also shows the results of a survey on recognition, feedback, suggestions, happiness, satisfaction, wellness, ambassadorship, relationships with managers, relationships with colleagues, and company alignment for the Operations team at CureMD.
Lecture 11A
This lecture discusses how health information technology can help facilitate error reporting and analysis to improve patient safety. It presents three key HIT mechanisms: automated surveillance systems, online event reporting systems, and predictive analytics/data modeling. The lecture also emphasizes the importance of a culture of safety that encourages open discussion and learning from mistakes without blame. Error reports are analyzed using a risk assessment model to distinguish near misses from events that cause patient harm.
lecture C
This document discusses quality improvement tools for analyzing health information technology (HIT) errors, including root cause analysis (RCA), failure mode and effects analysis (FMEA), and hazard analysis. RCA is a structured problem-solving process that considers all potential causal factors of an incident. FMEA prospectively predicts error modes by assessing the likelihood and impact of process failures. The document provides examples of using RCA and FMEA to analyze HIT-related errors and identifies key areas of focus for HIT safety measures.
lecture 11B
This lecture discusses learning from mistakes and errors in health information technology (HIT). It covers types of errors like slips, mistakes, active failures and latent conditions. It also examines unintended consequences of HIT like new or more work, workflow issues, overdependence on technology, and copy-paste errors. The objectives are to assess HIT for negative consequences and examine common HIT design deficiencies. References from AHRQ and other sources on error reporting and analysis in HIT are also provided.
lecture 10a
This document discusses electronic clinical quality measures (eCQMs) which are designed to leverage health information technology (HIT) to improve quality measurement. eCQMs use standardized data elements and terminology to measure care quality based on information in electronic health records. Effective eCQM reporting requires structured, coded data and use of standards for measure specification, calculation, and reporting. Widespread use of eCQMs could revolutionize quality measurement by facilitating automated reporting and improving data quality.
lecture 9 B
This lecture discusses key attributes of data quality including consistency, currency, timeliness, granularity, precision, and relevancy. It provides examples of each attribute and recommendations for maintaining data integrity such as establishing data governance and defining standards for data collection. The lecture also notes that data quality is important for research and quality improvement efforts and that poor data quality can lead to errors.
Lecture 9 A
This lecture discusses assessing data quality and identifies 10 key attributes of data quality: definition, accuracy, accessibility, comprehensiveness, consistency, currency, timeliness, granularity, precision, and relevancy. Poor data quality can threaten patient safety and quality of care, reduce effectiveness of decision making, and increase costs. The lecture provides examples and recommendations for ensuring each of the 10 data quality attributes.
Lecture 9C
This lecture discusses assessing data quality and improving it through health information technology (HIT). It identifies common causes of insufficient data quality, such as unclear definitions, incomplete data, and programming errors. Both systematic and random issues can negatively impact data quality. The lecture outlines best practices for preventing, detecting, and improving data quality issues. Standardizing terminology, structuring data entry, and utilizing technologies like voice recognition can enhance data quality. Overall, high quality clinical data is important for healthcare decisions, and HIT professionals can implement strategies to enhance data quality.
Lecture 8B
This document discusses strategies for implementing health information technology (HIT) systems. It compares "big bang" implementations, where a system is launched system-wide at once, to "staggered" or phased implementations. While big bang implementations have faster rollout, they carry higher risk. Staggered implementations have lower risk but slower return on investment. The document also emphasizes the importance of user training and long-term support during and after implementation to ensure success. Contextual factors like organizational culture and individual user needs must also be considered in planning. Nested implementation teams and designated super-users or internal consultants can help provide support.
Lecture 8A
The document discusses effective health IT implementation planning. It outlines characteristics of effective implementation teams, including communication, understanding roles, and practical expertise. Three key strategies for health IT implementation are reviewed: single vendor, best of breed, and best of suite. Clinical workflows and the needs of different care settings like primary care and critical access hospitals are also addressed. The goal is to assist organizations in designing customized implementation plans that meet their unique quality and safety needs.
Lecture 7B
This document discusses a lecture on how health information technology (HIT) can impact patient safety culture. The lecture covers strategies for adaptive work that can be useful for HIT initiatives, including being unwavering in goals while inviting others to help achieve them, addressing real and perceived losses from changes, and assuming healthcare providers want to help patients. References are provided for images and content used in the lecture.
Lecture C
This document discusses health information technology (HIT) and its impact on patient safety culture. It provides learning objectives on adaptive leadership, frameworks for patient safety culture, and differentiating technical and adaptive change. It also summarizes a 2013 medical error case study where a patient received a 39-fold overdose due to a 50-step error-prone process. Root causes of use errors with HIT are identified, such as patient identification errors and data accuracy errors. Frameworks for risk assessment and classifying human interaction with HIT systems are presented. The document concludes that HIT has potential to reduce errors but also introduce new opportunities for errors and overreliance on technology.
lecture 7A
This document is a lecture on how health information technology (HIT) can impact patient safety culture. It discusses applying quality improvement tools to analyze HIT errors. It highlights the success of efforts led by Dr. Peter Pronovost to reduce central line bloodstream infections through standardization, independent checks, and learning from defects. Checklists, data collection, and adopting practices from high-reliability industries like aviation and Toyota have helped significantly reduce infection rates.
Lecture 6B
This document provides an overview of quality improvement methods and tools. It describes several common quality improvement models including the API model, Baldrige criteria, FOCUS-PDCA, PDSA cycle, ISO 9000, Kaizen, Lean thinking, and Six Sigma DMAIC. A variety of basic quality improvement tools are also outlined, such as flowcharts, cause-and-effect diagrams, control charts, Pareto charts, and checklists. Finally, potential mistakes in quality improvement initiatives are reviewed, including choosing an inappropriate topic, lack of defined roles/expectations, and failure to sustain improvements.
Lecture 6A
This document provides an overview of quality improvement methods for healthcare settings. It describes strategies for quality improvement, including the role of leadership in creating a culture that supports quality improvement. The document discusses concepts like the PDSA cycle and foundations of quality improvement developed by thinkers like Shewhart, Deming, and Juran. The goal is to introduce methods that can be used to identify and redesign processes, collect and analyze data, and make improvements to eliminate problems and strategically change healthcare systems over time.
Lecture 5B
- Alerts and reminders have the potential to improve patient safety but can also cause clinician frustration and "alert fatigue" if too many are nuisance alerts that provide little benefit.
- Successful alerts are specific, sensitive, clear, concise and support clinical workflow, allowing for safe, efficient responses. They include drug and lab alerts, practice and administrative reminders.
- Research found that drug interaction alerts, disease-drug contraindication alerts and dosing guidelines improved prescribing behaviors while unnecessary lab test repeats dropped with test result reminders.
Lecture 5 A
- Clinical decision support (CDS) aims to improve healthcare decisions and outcomes by providing clinicians with relevant patient information and clinical knowledge. However, CDS has not been widely adopted by clinicians.
- Effective CDS provides the right information to the right person in the right format through the right channels at the right time. It can take many forms, including alerts, order sets, and guidelines.
- CDS helps with administrative tasks, managing clinical complexity, controlling costs, and supporting clinical decision-making. However, poor design can also lead to unintended consequences like alert fatigue.
lecture 1A
This document discusses reliability, culture of safety, and health information technology. It explores the characteristics of high-reliability organizations and how they establish mindfulness, sensitivity to operations, reluctance to simplify problems, and other traits. The document also discusses creating a culture of safety by focusing on systems issues rather than blame, promoting a just culture, and distinguishing human error from reckless behavior. The overall goal is supporting quality improvement through reliability and safety.
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Build Trust and Security:
Establish a safe and supportive environment where children feel comfortable expressing themselves.
Encourage Expression:
Enable children to articulate their thoughts, feelings, and experiences.
Promote Emotional Understanding:
Help children identify and understand their own emotions and the emotions of others.
Enhance Listening Skills:
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Foster Positive Relationships:
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Support Learning and Development:
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Teach Social Skills:
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Ensuring two way communications
- 1. LISTENING SKILLS This principle is sometimes referred to as active listening skills, and it truly takes energy and effort to do well. Support agents communicate through multiple channels with their customers; for example, using phone, chat, and email. This training examines practices and methods that support agents can use to optimize their listening skills, regardless of the communication method they use in other lessons within this course. The following are some helpful hints for support agents to improve their active listening skills: • Focus on the person speaking • Respond appropriately with comments, questions, or paraphrasing • Use questioning to clarify specific points of discussion • Use common language understood by both the agent and the customer • Summarize a discussion to confirm main points and provide a complete, accurate understanding
- 2. TWO-WAY MUTUAL INVOLVEMENT Both the support agent and the customer must be actively involved in the interaction to ensure effective communication. The customer has a problem and is seeking assistance from the agent to get to resolution. The agent must actively solicit the necessary information from the customer or provide instructions and guidance to the customer to procure the desired input needed to move the case to a successful resolution. Effective communication is dependent on commitment and active involvement from both the agent as well as the customer.
- 3. TRUST IN THE RELATIONSHIP Clearly, trust is what allows two parties to openly communicate their ideas and feedback, good or bad, and eventually leads down a path of collaboration, mutual understanding, and ultimately the successful resolution to the case. If there is an absence of trust and the relationship is perceived to be one-sided or deceptive, it will most certainly fail.
- 4. MUTUAL ALIGNMENT OF GOALS In an IT Support scenario, mutual alignment of goals between the customer and support agent are established during the scoping step in the case management lifecycle. The outcome of the scoping stage is a scope agreement. Within the scope agreement is a statement of the problem and the agreement between the customer and support agent of what conditions constitute a successful resolution of the problem and closure of the service request. Not only is the scoping step and mutual alignment of goals a key element to successful case management, it’s a lynch pin to ensuring effective two-way communications.