Healthcare Complaint Management Conference Sinéad Byrne AllOne Corporate Solutions Ltd.

Setting the Scene My presentation is entitled “Effectively managing unreasonable complaints and expectations“ Listening is the key Respond – don’t react You are only responsible for your own behaviour Focus on what you can do Now let’s have some fun!! ©AllOne Ltd. 2015

https://youtu.be/IGQmdoK_ZfY Attention Test https://youtu.be/IGQmdoK_ZfY ©AllOne Ltd. 2015

Learning the Lessons? We see what we expect to see Everything we experience is based on our own view of the world A client/patient has a very different view of the world When communication fails – these worlds collide The result is expectations are not met, misunderstandings happen Feelings of anger and fear arise ©AllOne Ltd. 2015

“Blink – The Power of Thinking without Thinking” Some interesting facts:- The book “Blink - The Power of Thinking without Thinking” by Malcolm Gladwell “Thin-slicing” – “the ability of our unconscious to find patters in situations and behaviour based on very narrow slices of experience” ©AllOne Ltd. 2015

“Blink – The Power of Thinking without Thinking” In a study of doctor patient relationships, Wendy Levinson, Medical Researcher, found that patients are more likely to sue based on “how they were treated, on a personal level, by their doctor” and where “they were rushed or ignored or treated poorly”. Basically, “people just don’t sue doctors they like” ©AllOne Ltd. 2015

UK Study - Findings A UK study from St. Mary’s Hospital in London that also investigated patients who had taken legal action against their doctors and results published in Lancet identified four main themes for the reasons patients sue: concern with standards of care – both patients and their relatives wanted to prevent similar incidents in the future ©AllOne Ltd. 2015

UK Study - Findings the need for an explanation- to know how the injury happened and why compensation – for actual losses, pain and suffering, or to provide care in the future for an injured person accountability - a belief that the staff or organisation should have to account for their actions. ©AllOne Ltd. 2015

UK Study - Findings Overall, the London researchers found that the decision to take legal action was determined not only by the original injury, but also by insensitive handling and poor communication after the original incident. ©AllOne Ltd. 2015

UK Study - Findings Their conclusions warn that doctors should not view litigation solely as a legal and financial problem.  In addition, failure to provide information, an explanation, and an apology actually increases the risk of litigation and erodes the patient-doctor relationship ©AllOne Ltd. 2015

What does this mean? It’s all in the way we communicate with our clients in good and particularly in bad times Treat clients with dignity and respect – just as you would like your parents, partner or children to be treated Take the time to communicate with patients Time is better spent doing that now rather than responding to a complaint in the future! ©AllOne Ltd. 2015

Managing difficult behaviour Make time to meet the complainant – give them your undivided attention L I S T E N!!!! Do not re-act Do not take it personally Do not interrupt ©AllOne Ltd. 2015

Managing difficult behaviour Once they have gotten everything off their chest, then go back over the details Ask lots of questions Record the key issues that they would like a response to – get them to agree the list of things you will investigate Ask them what outcome they want from the complaint process If they don’t know, you are not giving yourself much of a chance to resolve matters! ©AllOne Ltd. 2015

Managing difficult behaviour Remember – people say a lot of things when they are upset Being a patient or having a loved one being treated in a hospital can be very stressful – this is not their everyday environment Be patient, listen and talk to them about what really upset them Acknowledge their upset and distress Tell them what you can do And do it ©AllOne Ltd. 2015

Managing expectations This is the key to resolving any complaint If the complainant tells you they don’t know what outcome they would like, ask them to think about it and come back to you Set out some options that you can deliver – an apology, change in practice, staff re-training, explanation, etc. Make sure their expectations are realistic ©AllOne Ltd. 2015

Managing expectations If their expectations are unrealistic – tell them Explain the Complaint Process Advise them what you can realistically deliver Explain the investigation process Advise them of their right to appeal to the Ombudsman Advise them of other processes ©AllOne Ltd. 2015

Complaint Investigation When explaining the process, tell the complainant:- You cannot investigate “he said, she said” You will gather all the relevant files and documents You will talk to the staff named and any staff who may have witnessed an incident You will make your determination based on the “balance of probabilities” ©AllOne Ltd. 2015

Remember… Deal with any conflict or difficult situations immediately or as soon as possible after the incident It’s small things that can grow into something bigger so take time to manage the little things Record-keeping is king! ©AllOne Ltd. 2015

Remember… If you know the family/person is difficult to deal with put management strategies in place Keep good notes of interactions Invite them to review notes/records of interactions Make time to speak with them and ask them regularly if they have any issues If they are expressing dissatisfaction with any aspect of the service, deal with it there and then, don’t put it off or avoid it ©AllOne Ltd. 2015

And finally…. You can only do your best! Don’t promise anything you cannot deliver Apologise – often!! Remember staff have rights as well Use the policies and procedures that are there Advise complainants of their right to complain to the Ombudsman And….there’s always one….the one who will never be happy  ©AllOne Ltd. 2015

Thank you for listening Questions? ©AllOne Ltd. 2015