The difference between the good and the best is not how many problems we have It is how rapidly and respectfully the problems are solved. Support a culture of trust, respect, empowerment Diversity Make it possible to talk about differences and explore assumptions Patient care and safety Encourage dialogue to support effective information exchange about patient care Research integrity Normalize discussions about ethical conduct of research Learning Community Support an environment where personal growth can happen Personal belief Sweeping conflict under the rug creates a toxic environment Crucial Conversation, SOM Office for Faculty, 6/9/17Īddressing disruptive behavior Giving a negative performance review to a junior colleague or student Giving boss feedback about her performance Talking with a co-worker about a terrible hygiene problem Asking in-laws to stop interfering Crucial Conversation, SOM Office for Faculty, 6/9/17ĩ All people and organizations have problems Patterson, Grenny, McMillan, Switzer Crucial Conversation, SOM Office for Faculty, 6/9/17 What do you want to happen based on your pending conversation? (Chapter 2, Crucial Conversations) What do you NOT want to happen? Do you see any safety concerns? Crucial Conversation, SOM Office for Faculty, 6/9/17ĥ Three Good Resources Crucial Conversation, SOM Office for Faculty, 6/9/17Ħ “discussion between two or more people where 1) the stakes are high, 2) opinions vary, and 3)emotions run strong” Crucial Conversations: Tools for Talking When the Stakes are High. Describe the facts of the situation, your story of why it happened, and your emotions. Then: Debrief as a group Then: Review concepts in Crucial Conversations Then Practice your own Crucial Conversation, SOM Office for Faculty, 6/9/17Ĥ Pre-work: worksheet on your own crucial conversation (sent by email prior to workshop)ĭescribe a recent (or pending) situation where you had (or need to have) a crucial confrontation or conversation. Presentation on theme: "Crucial Conversations"- Presentation transcript:ĭuke University School of Medicine Office for Faculty Development J8AM-12N Ann Brown MD MHS Vice Dean for Faculty Cathie Siders PhD Psychologist, Executive Coach Introduce speakers Review Schedule (4 hr workshop, breaks) Bio Breaks okay Interactive and lecture Electronics on Vibrateģ Goals of Session Define “crucial conversations”Īnd to acknowledge that, skillfully done, they are a normal part of healthy human interaction Introduce Crucial Conversations concepts Demonstrate Invite observations on what worked and what did not Discuss common situations and neutral rejoinders Practice Session designed to be interactive Plan to revisit book(s) Difficult and Crucial Conversations will be used interchangeably Plan: observe crucial conversation and watch for what works.
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