Description
Respond to other students’ postings and identify one additional technique that can improve communications with other professionals. I was able to observe a pre-shift huddle meeting in the intensive care unit that consisted of nurses, clinical coordinators, and nurse manager. The nurse manager made sure that most of the nurses were present before she started speaking. In the start of the meeting, the nurse manager clearly stated that she wanted to talk to the nurses about turning patients and that it will only take a few minutes of their time. She stated, “We should be turning our patients every 2 hours. If you can’t get to them in time to do it yourself, communicate with your nursing assistants to let them know.” The nurse manager paused to make sure that everyone understood what she was communicating and asked if anyone had any suggestions on implementing the turning of patients every 2 hours. “When mediation at any level occurs, certain interpersonal and communication skills are necessary. These include nondefensive responses, active listening, and negotiation and/or bargaining skills” (Servellen, 2018). One travel nurse noted one of the techniques that he observed at another facility where they keep a paper clock outside of each patients’ room that has set times when to turn the patients so that it’s easier to remember and identify. The behavior of the leaders at this meeting was appropriate. They clearly stated what the problem was, asked if there were any questions or suggestions, and even expressed an example of what happens when bedbound patients are not turned every 2 hours. They talked about how the hospital, along with the nurses involved, have gotten sued from one patients’ family because they developed a pressure ulcer during their hospital stay. “Explaining—teaching followers and helping them understand why they are being asked to do certain things” (Jones, 2007). The nurse manager mentioned this, not to scare the nurses, but so they can understand the possible consequences of not repositioning their patients. Shown positive leadership behaviors throughout the meeting included the use of eye contact with everyone, active listening, encouragement of suggestions and questions, and motivation. “Motivating —promoting positive attitudes” (Jones, 2007). A weak leadership behavior would have to be the tone of voice and how stern the nurse manager came off. Although she was saying the right things and actively engaging with the group of nurses, the energy she exhibited did not match actions. Her energy was giving more of a nurse manager than a nurse leader. Yes, the goals of the meeting were achieved. Although the nurse manager did not give an exact time that the meeting would be over, it did however only take a few minutes as she stated in the beginning. The topic of the meeting was clearly stated with the reasoning of its importance and it opened conversation within the nurses for suggestions, comments, and questions. The quality of communication between health care workers can affect the total outcome of a patient. “According to findings from a study released in a national briefing of healthcare stakeholders, the prevalent culture of poor communication and collaboration among health professionals relates significantly to continued medical errors and staff turnovers” (Kohn & Henderson, 2005). Interprofessional and interpersonal communication can hinder patient care because important information that needs to be carried throughout the interdisciplinary team for a patient can get missed, or an error can be made. For example, some nurses maybe hesitant to call certain physicians because of their arrogant and rude attitudes. In turn, this can cause a delay in care and treatment of a patient in need.
