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2 results

  • 11 - Working Through Conflicts with Colleagues

  • Robert M. Arnold, The University of Pittsburgh School of Medicine, Pittsburgh, Anthony L. Back, University of Washington Medical Center, Elise C. Carey, Mayo Clinic, Minnesota, James A. Tulsky, Dana-Farber Cancer Institute, Boston, Gordon J. Wood, Northwestern Memorial Hospital, Chicago, Holly B. Yang, Scripps Health, San Diego, California
  • Book:
    Navigating Communication with Seriously Ill Patients
    Published online:
    05 April 2024
    Print publication:
    25 April 2024, pp 167-184

  • Summary

    Conflict with our colleagues is stressful and evokes strong emotion, yet handled well can improve outcomes and relationships and enhance collaboration. There are issues of hierarchy, power, and respect. Similar to dealing with conflict with patients is the need to establish a safe space, practice deep listening, and earn trust. Being open to exploring the breadth of the problem, both parties perspectives, your role in the conflict, how you feel about events, and what it means to you will help you approach the situation with a more open mind. Keeping a focus on improving the situation and relationship rather than solely on being right will help maintain calm. The roadmap for conflict with colleagues includes noticing when conflict is bubbling up, preparing your approach instead of jumping in reactively, starting softly to avoid provoking defensiveness, inviting the other person’s perspective before you share yours, using neutral language to reframe emotionally charged issues, acknowledging the emotion of the situation (rather than handling your colleague’s emotions directly), and finding a path forward that addresses both parties’ concerns, creating new options where needed.

  • Nonclinical Core Competencies and Effects of Interprofessional Teamwork in Disaster and Emergency Response Training and Practice: A Pilot Study

  • Jennifer Peller, Brian Schwartz, Simon Kitto
  • Journal:
    Disaster Medicine and Public Health Preparedness / Volume 7 / Issue 4 / August 2013
    Published online by Cambridge University Press:
    03 May 2013, pp. 395-402
  • Objective

    To define and delineate the nontechnical core competencies required for disaster response, Disaster Medical Assistance Team (DMAT) members were interviewed regarding their perspectives and experiences in disaster management. Also explored was the relationship between nontechnical competencies and interprofessional collaboration.

    Methods

    In-depth interviews were conducted with 10 Canadian DMAT members to explore how they viewed nontechnical core competencies and how their experiences influenced their perceptions toward interprofessonalism in disaster response. Data were examined using thematic analysis.

    Results

    Nontechnical core competencies were categorized under austere skills, interpersonal skills, and cognitive skills. Research participants defined interprofessionalism and discussed the importance of specific nontechnical core competencies to interprofessional collaboration.

    Conclusions

    The findings of this study established a connection between nontechnical core competencies and interprofessional collaboration in DMAT activities. It also provided preliminary insights into the importance of context in developing an evidence base for competency training in disaster response and management. (Disaster Med Public Health Preparedness. 2013;0:1–8)