Managing Difficult Situations .

Uploaded on:
Category: Art / Culture
Dealing With Difficult Situations. Lynn Lawrence, CPOT, ABOC 13 July 2009. Leadership Rules. A lack of leadership is toxic to every situation Protects patients and staff. Rule #1. Most difficult situations can be avoided, so they should be avoided Proper training. Rule #2.
Slide 1

Managing Difficult Situations Lynn Lawrence, CPOT, ABOC 13 July 2009

Slide 2

Leadership Rules An absence of authority is poisonous to each circumstance Protects patients and staff

Slide 3

Rule #1 Most troublesome circumstances can be maintained a strategic distance from, so they ought to be dodged Proper preparing

Slide 4

Rule #2 Things are not as terrible as awful as they appear Beware of show rulers/rulers, patients and staff

Slide 5

Rule #3 Don\'t wish the issue away or disregard it. It is still there! Lead/resolve!

Slide 6

Rule #4 Perspective truly matters Get all the data before you choose

Slide 7

Different sorts of People Know-it-alls Passive individuals Dictators Yes People No People Grippers Gossipers Problem causers Problem solvers

Slide 8

Situational Responses Look at every circumstance as a chance to learn and build up the staff Finish on a constructive not

Slide 9

How to arrangement… administer #1 disconnect! Recognize opportunity in each circumstance Never act astounded at circumstances Don\'t make yourself an objective for troublesome individuals Bring out the best in individuals… look them out Watch out for hot catches Never say no, give choices Bring out the best in individuals Provide an option Stay in control, now and again by implication Demonstrate staff solidarity Avoid pardon producers and blamers

Slide 10

What are "Hot Buttons" This is for the group of onlookers to partake… What are your particular annoyances? What is single word that sets you off?

Slide 11

Crafting Solutions Greet and Identify Yourself Attain and Maintain Comfortable Eye Contact Listen … Listen… Listen… and after that… . Rate and Assign (0-10) a level of trouble you are being given "Close the Distance" Identify your Position Let the patient comprehend what you can/can\'t do Go the additional mile… make them need to return

Slide 12

Crafting Solutions cont… Determine "Vital" Responsibilities Identify Prudent "Working" Solution(s) Develop an arrangement coordinated towards actualizing your Solution(s)

Slide 13

Crafting Solutions cont… Execute Your Plan Document Assess the result from your patient\'s perspective Assess the result for you and your office Share your experience(s) with all office individuals (staff meeting)

Slide 14

Pearls Set… Limits Use… Subtle Calming Voice Be … Mindful of your Perceived Body Language Try… To place yourself in their circumstance Do… Allow patients the chance to offer arrangements Be… A "Dynamic Listener" Be… Sympathetic Do… Offer Hope Know.. At the point when to "cut your misfortunes" and discharge quiet from your care Do… Contact powers/police immediately when important

Slide 15

Lynn\'s three guidelines Rule #1… there is NEVER motivation to be discourteous to patients Rule #2… there is NEVER a purpose behind patients to be inconsiderate to the staff Rule #3… there is never an explanation behind the staff to be impolite to each other

Slide 16

Resolve The capacity despite what might be expected and peevish individuals with assurance and strategy is a significant aptitude for anybody Go the additional mile Under guarantee, however over convey Communicate with affability and ability Never let the 211 degrees get any more sweltering

Slide 17

Resources: 800-556-3009 Bass, Bernard (1990) Organizational Dynamics Blake, Robert R. what\'s more, Mouton, Janse S. (1985) The Key to Leadership Excellence Kouzes, James M. & Posner, Barry Z (1987) The Leadership Challenge

Slide 18

Thank you

View more...