chapter 22 communication and human relations skills

Chapter 22

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

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

The development and maintenance of effective interpersonal relationships that enhance teamwork

The process of transmitting information and understanding from one person to another by use of words and non-verbal expressions such as body language

Work in an occupation that requires extensive knowledge and skills

Have education and experience in a specialized body of knowledge

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

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

Following the basic principles of “right” and “wrong”

Following formal limitations determined by law

Following professional standards of practice and conduct

Code of Ethics – ethical behaviors relative to the standards of conduct for your profession

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?

Identifies how the employees of a healthcare facility should interact with and relate to each other and the constituencies whom they serve

…is a skill

…requires practice

We communicate when we:◦ Talk with someone◦ Address a situation

We also communicate when we:◦ Ignore someone◦ Ignore a situation

What time is “Early”?

When is “Soon”?

“Actions speak louder than words”

We communicate through:◦ Facial Expressions◦ Posture◦ Body Language

Can you tell how these phone calls are going without hearing the conversation?

Communication is most effective when it is a two-way activity

Feedback helps assure that the message was received as intended

Beware of “Information Overload”

Concentrate on Quality of information not Quantity

What do they NEED to know?

Comparing people is like comparing apples to oranges

Everyone has different skills, talents, etc.

“Just Like Me” Syndrome

We tend to like those who have common interests or backgrounds

Cultural BackgroundsLifestyles

Religious BeliefsPolitical AffiliationsPersonal Interests

Abilitiesetc.

None of those differences should change how your group fulfills its’ mission

…each different piece is needed to make up the whole picture

“Stereotypes”

This happens when we assign general qualities to a specific group of people

Good Day/ Bad Day Effect

Happens when we allow personal feelings to affect communications.

“What’s the Mood of the Day?”

We value people that have qualities we admire

When this happens negative behaviors may be “overlooked”

This may create favoritism

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

By recognizing them and being willing to work on them,

we can get communication moving again

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.

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

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

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

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

Casual conversations between employees before, during, and after work and while on breaks

“The Grapevine”

Rumors/Gossip

Two Basic Types of Interview Questions:

◦ Open-ended. Permit the interviewee to respond in an unstructured manner

◦ Closed ended. Call for a brief response

1. Interview is scheduled. It must be planned

2. Transitional conversation to set the tone of the interview

3. Questions

4. Review

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

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

Using employer technology for personal

use is wrong!

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

The Development and Maintenance of Effective Interpersonal Relationships that

Enhance Teamwork

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

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

The success or failure of your system depends on the people who work within it!

Increases patient satisfaction Improves productivity through

increased cooperation and reduced personal competition

Increases employee job satisfaction Improves the work environment Decreases job-related stress

Several Factors must be present for teamwork to occur:

◦ Attitude◦ Cooperation◦ Promptness◦ Loyalty

FormalInformal

Teamwork is important to both types of groups

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

Group members help each other

The atmosphere within the group is comfortable

Group members participate in discussions about matters that affect the group

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

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.

A group of employees from different departments within the healthcare facility that work together to resolve operating problems

Central Service

OtherDepartments

Surgery

Patient

Diversity – The broad range of human characteristics and dimensions that impact the employees’ values, opportunities, and perceptions of themselves and others at work

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

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

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

Can be formed with a single positive (or negative) encounter

Central Service Technicians must strive to develop good customer service skills

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

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

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?

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

Although Central Service Technicians do not provide direct patient care, they do have an impact on that care

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

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

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

1. Acknowledge the customer2. Carefully listen to the customer’s problem3. Remain calm and give undivided attention4. Ask questions5. Empathize with the customer6. Apologize for the problem and accept

responsibility to resolve it7. Do not justify or place blame8. Provide time frame for remedial action9. Monitor problem resolution progress10. Follow-up with th4e customer11. Learn from the experience

The goal is always improved customer service that results in quality patient care

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

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

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

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

Must frequently meet unexpected challenges

Must always put the patient’s needs ahead of all else

Must rely on teamwork to meet demands

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?

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

Disasters are unpredictable.

Central Service Technicians must prepare for disasters.

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.

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

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

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