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Recognize cultural differences in communicating with patients and their families. People in some cultures do not ask questions for fear of imposing on others (Huber, 2009). Some cultures prefer interpreters from their own culture; others do not. Cultural education for the staff can help identify some of these differences and teach them appro- priate, culturally […]

Maintain privacy and identify a neutral location for dealing with difficult interactions. ● Make special efforts to find interpreters if a patient or family does not speak English. Have readily available a list of individuals who are able to communicate in a variety of languages. The list also should include individuals experienced in sign language

Most individuals are unfamiliar with medical jargon. Use words that are appropriate to the recipient’s level of understanding. However, take care not to be condescending or intimidating. It is just as important to assess the person’s knowledge base and level of un- derstanding as it is to know his or her vital signs or liver

The patient and family are the principal customers of the organization. Treat patients and families with respect; keep communication open and honest. Dissatisfied customers fail to continue to use a service and also inform their friends and families about their neg- ative experiences. Handle complaints or concerns tactfully and expeditiously. Many times lawsuits can be

LEARNING KEY SKILLS IN NURSING MANAGEMENT They may not be employees of the organization but still have considerable power because of their ability to attract patients to the organization, and, finally, the medical staff is in itself di- verse, consisting of physicians who are organizational employees, residents, physicians in pri- vate practice, and consulting physicians.

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?”

Rules for Managing Your Boss ● Give immediate positive feedback for good things that the supervisor does; positive feedback is a wel- come change. ● Never let your supervisor be surprised; keep her or him informed. ● Always tell the truth. ● Find ways to compensate for weaknesses of your su- pervisor. Fill in weak

What can be done if, in spite of careful preparation, your supervisor says no? First, make sure you have understood the objections and associated feelings. Negative inquiry (e.g., “I don’t understand”) is a helpful technique to use. Do not interrupt or become defensive or distraught; remain diplomatic. Fogging, agreeing with part of what was said,

Should ideas be presented in spoken or written form? Usually some combination is used. Even if you have a brief meeting about a relatively small request, it is a good idea to follow up with an e-mail, detailing your ideas and the plans to which you both agreed. Sometimes the pro- cedure works in reverse.

What pressures, both personal and pro- fessional, does the supervisor face? LEARNING KEY SKILLS IN NURSING MANAGEMENT subordinates are equally appropriate. Managers should be organized and prepared to state their needs clearly, explain the rationale for requests, suggest benefits for the larger organization, and use appropriate channels. Listen objectively to your supervisor’s response and be