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How Well Do You Listen? • What are you thinking about when • • someone is speaking to you? If you frequently interrupt the speaker, what are the consequences for you? How could you improve your listening skills? Communication • Effective communication can be measured by • • • the response you get from other people. You condition people to communicate with you in a certain way by the way you communicate. Most of us hear, not listen and talk, not communicate. Effective communication is planned with an outcome. The manager must have the capacity to put one’s self in another’s place and respond accordingly. Active Listening 1. LISTEN WITH FULL ATTENTION. Assume an 2. 3. open posture, establish rapport. DON’T INTERRUPT, ESPECIALLY WITHOUT APOLOGY. This can mean blatantly, such as breaking someone’s concentration or finishing a sentence for them, or subtly, such as offering unsolicited advice. LISTEN FOR BOTH CONTENT AND FEELINGS. Reflect your understanding before you respond – particularly if the comment is inflammatory. Active Listening, cont. 4. WALK IN YOUR SPEAKER’S SHOES. Listen 5. from his or her perspective. AVOID RESPONSES THAT SHUT DOWN THE COMMUNICATION PROCESS. Reflect instead. 1. Comment: Boy, that patient gave me a hard time. I can’t believe it. 2. Derailing response: I had one just like that yesterday. Let me tell you what she said. 3. Discounting response: I don’t know why you worry about it. Some people you just can’t please. 4. Advising response: I think when a patient tries to give you a hard time, the best thing to do is... 5. Reflecting response: Sounds like a particularly tough case. What happened? Active Listening, cont. 6. CHECK FOR UNDERSTANDING. NEVER ASSUME. Instead, ask clarifying questions. 1. Speaker: I just don’t see how I can get ready to leave for vacation by Friday afternoon. 2. Listener: Are you saying you would like to reschedule your vacation? 3. Speaker: Yes, if that’s OK with you. OR 4. Speaker: No, but I sure could use some help getting this payroll out. Active Listening, cont. 7. LISTEN FOR IDEAS, NOT JUST FACTS. Listen for the central theme. Try to get the “big picture”. 8. JUDGE CONTENT, NOT DELIVERY. Tolerate bad speaker’s habits. 9. EVALUATE, BUT DON’T DEBATE. 10.LISTENING IS WORK. WORK AT IT! Listening With the Whole Body (Non-verbal) L ean towards the speaker I nvolved posture (arms unfolded, legs uncrossed) S mile appropriately T erritory (space, distance, physical barriers) E ye contact (have good eye contact 60% of the time) N on-distracting movements (nodding, move as the speaker moves) (Some distracting movements are jingling change, tapping your fingernails, tapping your leg) Top Ten Communication Barriers 1. Resistance to change 2. Tendency not to listen 3. Lack of feedback 4. Too many gatekeepers 5. Lack of trust 6. Either-or thinking 7. Defensiveness 8. Hostile attitude 9. Know-it-all attitude 10. Emotional reactions Resistance to Change In any health care organization, supervisors must constantly change to meet the varying needs of the organization and its employees. Supervisors must be extremely cautious of how change affects their employees. Frequently, changes are met with employee resistance because these changes threaten to disrupt the employees’ routine behaviors. The supervisors should communicate the changes positively in order to reduce employee anxiety. Supervisors need to explain clearly why the changes were made and how the changes are going to affect the employees individually. Tendency Not to Listen Poor listening skills have been cited as a major communication barrier across several professions. The health care industry is no exception. Supervisors need to listen attentively, carefully, objectively, and empathetically to their employees. Supervisors must listen to understand and develop a climate that encourages employees to be open with their feelings. Effective supervisors can never listen too much. Lack of Feedback For supervisors to understand whether they are meeting the needs of their employees, they must receive feedback from employees. Also, supervisors need to know whether their messages are understood completely by employees. Questioning the employees with sincerity about their understanding of a message helps promote effective communication. Supervisors must develop a policy that encourages and supports good employee communication. Too Many Gatekeepers Generally, the more transfer stations or gatekeepers between the subordinate and supervisor, the more likely the information can become distorted. Obviously, the supervisor needs to reduce the number of gatekeepers. If multiple channels must be followed for the sake of the chain of command, then the message should be as explicit as possible. Messages sent orally should be followed by written messages to ensure preservation of content throughout the channeling process. Also, supervisors should make themselves more accessible to subordinates. This will reduce employee frustration and encourage a more cooperative attitude. Either-Or Thinking The working world, as with life itself, is filled with many differences between people and differences in how these people go about performing work. The same goal often can be reached by different methods. As in football, where touchdowns can be scored via the run or the pass, it is usually possible at work to accomplish tasks by using different methods. People who take the rigid “either-or” approach unnecessarily restrict their options by ruling out all other possibilities. Either-Or Thinking, cont. Especially with complex problems, talking with several different individuals is more desirable than making a unilateral decision. Of course, talking with several different individuals usually results in a variety of opinions. The supervisor must then make a selection from among options. Such an approach takes more effort but often results in a better decision. Also, by using the communication device of seeking the opinions of others, the health care supervisor begins to develop the reputation of a participative manager. Participation is considered a highly desirable management characteristic. Defensiveness Some people are seldom approachable and some are unapproachable at certain times. This state of not being approachable is defensive in that people place priority in mounting protective devices to shield themselves in their relations with other people. These individuals are fearful that they will be vulnerable to verbal attack, and thus take defensive measures, such as being unwilling to consider points of view other than their own. When people show signs of defensiveness, others find difficulty in communicating. In fact, other people often do not even try because experience indicates that the defensive shell cannot be penetrated. Hostile Attitude Rather than taking a defensive posture to protect themselves, as is the case with defensiveness, some people attack others to protect themselves. This is evident when a hostile attitude is displayed. People who exhibit this characteristic are belligerent and show hatred in their aggressiveness. They often are angry and antagonistic. Subordinates and coworkers do not feel comfortable trying to communicate with the person who exhibits a hostile attitude. The problem with this and other barriers is that necessary communication that influences the organization’s effectiveness doesn’t occur. People will hesitate to communicate in this environment because battles so often develop. Know-it-All Attitude A bothersome barrier, even if not as discomfiting as defensiveness and hostility, is the person who gives the impression of knowing everything. Relatively few people are bothered by an individual with acknowledged expertise in a certain subject even if that person is somewhat obnoxious. However, the person who pretends to know everything about every subject that emerges usually is held in low regard. Others are turned off by this behavior and therefore often do not want to even enter the communication network. Emotional Reactions Most people will react emotionally to stimuli that deeply affect them. In general, such behavior is considered normal and most others understand that infrequent emotional response goes with the human condition. However, the frequency and degree of emotion shown are important considerations. For example, a person who gets upset nearly every time a change is suggested becomes difficult to work with in a complex health organization where change seems to be endemic to the environment. People who allow their emotions to override rational behavior are troublesome individuals to communicate with. Others often shy away from communicating with people who cry or displace anger easily.