Prof Susan Fairley and Dr Jane Sturgess join us in this episode to discuss how to create a workplace where you can handle difficult conversations and not shy away from failure.
[07:07] The Workplace and the Individual
- There should be a system at work that allows other people to challenge someone who is not doing the right thing.
[10:08] Improving the System on an Organisational Level
- There needs to be an expectation of making communication easier and more respectful.
[14:22] Get Juniors to Speak Up
- Calling each other by first names reduces the hierarchy between colleagues.
[19:22] Having Difficult Conversations and Reducing Defensiveness
- Sometimes, the kind thing to do is to have a difficult conversation with a colleague.
- When a leader doesn't listen up, the members will not be able to speak up.
[22:57] How to Face Difficult Conversations for Leaders
- Remove the emotion and listen to the content.
- Seek coaching and psychological supervision.
[26:47] Helping a Person Receive Feedback
- H3: head, heart and hand.
- POIPS: permission, observed, impact, pause and solutions.
- Advocacy-inquiry: understanding the other person’s opinion before intervening with your own perspective.
[32:17] Incident Reporting
- Institutions that report incidents have lower risk and better safety outcomes.
[39:27] Good Practices in Speaking Up and Providing Feedback
- Staff that feel valued, engaged, safe and empowered to speak up and have difficult conversations directly correlates with patient mortality.
[42:24] Addressing Issues Around Incident Reporting
- The first issue is not recognising a problem as significant enough to need reporting.
- The second issue is it takes time to write an incident report.
[47:14] Building Trust
- Every gesture and action we take speaks volume.
[51:41] How to Start Speaking Up
- Having a coach, clinical supervision and mentor is powerful.
- Unless you practise something, you won’t get good at it.
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