Defusing Difficult Staff Behaviours Seminar

8:30am - Registration and Refreshments

9:00am

Overview of Course & Connections with Conference Delegates

“Begin with the end in mind” – Stephen Covy

9:30am

Challenging People and the Consequences

Disruptive behaviours are frequently seen in healthcare settings. Not only can they interfere with day-to-day operations but they can also have effects on both individuals and the organisation. This opening session will look at both the spectrum of behaviours ranging from confusion to psychopathy and effects within the workplace. It includes:

• What is the range of disruptive behaviours that people can demonstrate?
• What are the physiological and reputations effects on the staff patient, family and quality of care?
• Who is responsible for managing disruptive behaviour?
• Effects of not managing disruptive behaviours

10:30am - Morning Tea

11:00am

Human Behaviour, Human Needs and Causes of Disruption

Conflict develops because we are dealing with people's lives, jobs, children, pride, self-concept, ego and sense of mission or purpose. It is important to understand core drivers of human behaviours in order to deal with or defuse disruptive behaviour. Perceptions, prior experience and prior learning all contribute to human behaviour.

• Explore 3 models of Human Need – Maslow; Heron and Robbins
• Explore what we are neurologically “hard wired “ for – Values, Emotional Brain and SCARF
• When needs are not met – what are the defense mechanisms?
• Emotions, moods, attitudes, intelligence and thinking – how do these intersect?

12:30pm - Lunch and Networking

1:30pm

Understanding the Power of Emotional Intelligence – A Key Driver of Behaviour

One of the most effective tools in responding to challenging behaviour in others is to understand our self and to have insight into our present state of mind. This session provides an opportunity to explore the emotion brain; why people lose it and four core emotional intelligence competencies.

2:15pm

Naming the Behaviour

Often behaviours are linked to non verbal signals which can be rude, dismissive and bullying. This session will support you to identify non verbal signals and to clearly “name the behaviour” so as to have a courageous conversation with colleagues.

3:00pm - Afternoon Tea

3:30pm

Courageous Conversations – So What Do We Say?

Preparation of Scripts for two scenarios:

• Scenario One – Patient complaints – how to defuse before escalation occurs
• Scenario Two – With staff

4:00pm

Reflection of Key Learning of Day One

4:30pm - Close of Day One of Seminar

9:00am - Commencement of Day Two

9:00am

Commencement of Day Two Revision of Key Concepts – Share with your Learning Buddy

9:30am

Timely and Effective Management of Disruptive Behaviour Patients , Staff and Significant Other

In order to minimise the effects of disruptive behaviour on the patient, staff and the organisation, it is essential that effective action is taken quickly. Not acknowledging or dealing with disruptive behaviours can have far reaching effects, including poor morale, staff turnover and negative impacts on quality of care.

• Recap why do patients; families and significant others complain
• Recap what are your powerful early intervention strategies
• What is 'zero tolerance'?
• Whose responsibility is it?
• Avoiding the pitfalls, including doing nothing and hoping the problem will sort itself out or diminishing the extent of the problem
• Validating staff experiences
• Rapidly and thoroughly investigating the problem
• Adopting a solution-focused approach

10:30am - Morning Tea

11:00am

Rubber hits the Road – practice of Courageous Conversations

• Scenario One – Patient Complaints
• Scenario Two – Staff unprofessional behaviour

12:00pm - Lunch and Networking

1:00pm

Plenary Discussion – Sharing the Key Insights from the Courageous Conversations

1:30pm

So What if your Manager is Difficult – What are the Options?

It is true that managers also can display obstructive, dismissive and rude behaviours.

• What are the options open to you and your colleagues?
• Explore the Courageous Conversation – when managing up

2:30pm

Serious Problems

Not all problems can be managed independently. It is important to understand when you must call for help and when to report a problem. More serious problems may require formal reporting, performance management or even police involvement. How do you know what to do and when?

• Mandatory reporting – what is mandatory, who does it affect and how to report
• Professional misconduct
• Physical aggression, assault and criminal matters
• Grievance procedures
• Documentation

3:00pm - Afternoon Tea and Evaluations

3:30pm

Final reflection of the course – sharing what your key learnings have been – individually and plenary

4:15pm - Close of Seminar