1. Karren Kowalski, PhD, RN, NEA-BC, FAAN Grant, Project Director Colorado Center for Nursing Excellence Public Health Nursing Webinar July 29,2010

2. 1. Describe communication and why poor communication can be problematic in the workplace. 2. Explain three types of communication filters. 3. Define human reactions seen during a conflict or difficult situation. 4. List communication tools used in working with peers and staff to provide constructive feedback.

3.  Words 7%  Tonality 35%  Facial & Body Language 58%

4.  Thoughts  Ideas  Opinions  Feelings  Emotions

5.  Relationship Breakdown  Misunderstandings  High levels of emotion  Judgement  High Drama  Incivility

6.  Very little focus placed on communication  Yet it is essential for smoothly functioning teams

8. 1. MENTAL STATE  Frame of Mind  Optimism vs. Pessimism Affects information processing Affects ability to focus on “present moment”  Assumptions  Intentions and Hidden Agenda  Judgments of Self & Others  Belief systems

9.  Negative feelings about job, co- workers etc. Insecurity Threats Stress FEAR Ego Needs (for approval, perfection, need to be right) Unhealed Wounds

10.  Positive feelings: (tend to be more resourceful, easy going, open to change)  Joy  Delight  Hope  Humor/laughter

11.  Positive relationships are the foundation of Human Enterprise  Quality of relationships effects productiveness of the team  Unresolved conflicts destroy teams

12.  Relationship - the state of being related or connected or bonded together  Conflict - competitive or opposing action of incompatibles: antagonistic state or action, opposing needs, drives, wishes or demands  Confront - to face especially in challenge; meet or bring face to face

13.  Difficult person  Difficult situation  Conflict Empowerment:  Being bigger than the situation in which you find yourself  It’s a Choice

14. OUTSIDE Trigger: an action by another person or by yourself The responding Feeling is Inside “You Make me Feel so …..

15. Stress or Fear (buttons are pushed) Unconscious – fight or flight Create list of responses/reactions  Panic, Defensive, Frustrated, Resentment,  Defensive, Victimized, Sabotaged, Threatened  Anger, Negative, Self-righteous, Attack, Annoyed  Blamed, Sarcastic, Freeze, Clam up, Withdraw,  Counterattack, Walk, Denial

16. Raised adrenalin Leads to:  Assumptions – we act on them  Examples:  Fused in my car (other drivers)

17. We can go through life reacting to: External World vs. Responding Creatively

18.  FEEL BLAME “You make me Feel ……. “  THINK JUDGMENT “I think You’re a Jerk”  WANT DEMAND “Why don’t you get a life?”

20. Awareness Model

22.  identify feelings or sensations I’m feeling  refer to your perspective of the situation, check assumptions I think  identify what you want from the relationship or situation I want  How I’d like to work together is

23.  A = Action the person has taken  R = Reaction from the administrator/leader  C = Consequences or impact on other team members Can you see how this negatively impacts the team?

25.  American Association of Critical-Care Nurses (AACN) & VitalSmarts. (2005). Silence kills: The seven crucial conversations for healthcare. San Francisco: The American Association of Critical- Care Nurses.  Druskat, V., & Wolff, S. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 81-91.  Jason, H. (2000). Communication skills are vital in all we do as educators and clinicians. Education for Health, 13(2), 157-161.

26.  Morreale, S., Spitzberg, B., & Barge, K. (2001). Human communication: Motivation, knowledge, & skills. Belmont, CA: Wadsworth.  Nemeth, C.P. (2008). Improving Healthcare Team Communication: Building on Lessons from Aviation and Aerospace. Aldershot, UK. Ashgate Publishing. Ltd.  Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2002). Crucial Conversations: Tools for Talking When Stakes are High. New York, NY; McGraw-Hill.

27.  Patterson, K., Grenny, J., McMillian, R.; & Switzler, A. (2004). Crucial Confrontations: Tools for talking about broken promises, violated expectations and bad behavior. New York, NY: McGraw-Hill.  Porter-O’Grady, T. (2004a). Constructing a conflict resolution program for health care. Health Care Management Review, 29(4), 278-283.  Porter-O’Grady, T. (2004b). Embracing conflict: Building a healthy community. Health Care Management Review, 29(3), 181-187.

28. Karren Kowalski, PhD, RN, NEA-BC, FAAN Contact via email: karren.kowalski@att.net Nursing Continuing Education credits are available for 30 days following the live presentation. In order to receive your evaluation form and nursing contact hour certificate please email your: name, state, email address to: Patti White, MAPHN at pattiwhite105@gmail.com

29.  New England Alliance for Public Health Workforce Development  Boston University School of Public Health  Massachusetts Association of Public Health Nurses (MAPHN)