we continue discussing this at another time?
COMMUNICATING EFFECTIVELY 125
we continue discussing this at another time?” Then, think through your supervisor’s reasoning and evaluate it.
Afterward ask yourself: “What new information did I get from the supervisor?” “What are ways I can renegotiate?” “What do I need to know or do to overcome objections?” Once you can answer these questions, approach your supervisor again with the new information. This behav- ior shows that the proposal is a high priority, and the new information may cause him or her to reevaluate.
Managers often succeed in influencing supervisors through persistence and repetition, espe- cially if supporting data and documentation are supplied. If the issue is important enough, you may want to take it to a higher authority. If so, tell your supervisor you would like an administra- tor at a higher level to hear the proposal. Keep an open mind, listen, and try to meet objections with suggestions of how to solve problems. Be prepared to compromise, which is better than no movement at all, or to be turned down.
Taking a Problem to Your Supervisor No one wants to hear about a problem, and your boss is no different. Nonetheless, work involves problems, and the manager’s job is to solve them. Go to your supervisor with a goal to problem solve together. Have some ideas about solving the problem in hand if you can but do not be so wedded to them that you are unable to listen to your supervisor’s ideas. Keep an open mind. Use the following steps to take a problem to your supervisor:
● Find an appropriate time to discuss a problem, scheduling an appointment if necessary. ● State the problem succinctly and explain why it is interfering with work. ● Listen to your supervisor’s response and provide more information if needed. ● If you agree on a solution, offer to do your part to solve it. If you cannot discover an
agreeable solution, schedule a follow-up meeting or decide to gather more information. ● Schedule a follow-up appointment.
By solving the problem together and, if necessary, by taking active steps together, you and your supervisor are more likely to accept the decision and be committed to it. Setting a specific follow-up date can prevent a solution from being delayed or forgotten.
If All Else Fails Sometimes no matter what you do, working with your supervisor seems nearly impossible. Some managers foster a negative work environment, and employees become dissatisfied, angry, and depressed. High absenteeism and turnover result. As a manager you are charged with sup- porting your supervisor. If working with that person is too difficult for you to manage your work satisfactorily, you may have to transfer elsewhere or leave.
Coworkers Interactions with coworkers are inevitable. Relationships can vary from comfortable and easy to challenging and complex. Coworkers often share similar concerns. Camaraderie may be present; coworkers can exchange ideas and address problems creatively. They can provide support, and the strengths of one can be developed in the other.
Conversely, there may also be competition or conflicts (e.g., battles over territory, personal- ity clashes, differences of opinion) affected by history, the organization’s mores, or generational or cultural differences. Even when there are conflicts, coworkers should interact on a profes- sional level. Chapter 12 suggests ways to handle conflict.
Medical Staff Communication with the medical staff may be difficult for the nurse manager because the re- lationship of physicians and nurses has been that of superior and subordinate (Kripalani et al., 2007). Complicating physician–nurse relationships is the employee status of the medical staff.