Communication in Interprofessional Care
Theory and Applications
1st Edition
Published on 25. August 2020
374 pages
978-1-58212-344-8 (ISBN)
Description
Day-to-day clinical practice in the health and care professions is filled with challenging situations rooted in interpersonal psychology. Beyond their technical and profession-specific knowledge and skills, clinical practitioners must have extraordinary communication and observation skills to manage the complexities of their daily work. This can be particularly challenging for individuals educated within one profession when they are working within interprofessional teams where collaboration, consensus, and cooperative decision making are expected. Communication in Interprofessional Care: Theory and Applications approaches this important topic with a new perspective, supporting learners and teachers through practical application of psychological and communication theory.
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09/2020
American Pharmacists Association
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Person
Zubin Austin, BScPhm, MBA, MISc, PhD, FCAHS is Professor and Murray Koffler Chair in Management, Leslie Dan Faculty of Pharmacy and the Institute of Health Policy, Management and Evaluation-Faculty of Medicine, University of Toronto, Canada. His research focuses on the professional and personal development of the health care workforce. In 2017, in recognition of the societal significance of his research, he was installed as a Fellow of the Canadian Academy of Health Sciences, one of the highest honors for health researchers in Canada. He is the only University of Toronto professor ever to have received both the President's Teaching Award for Excellence in Education and the President's Research Impact Award for the influence of his research. He has also received the Lyman Award from the American Association of Colleges of Pharmacy. He has been named undergraduate Professor of the Year by students on 20 occasions.
Content
- Intro
- Preface
- Acknowledgments
- Chapter 1: Interprofessional Person-Centered Care
- 1.1 People and Their Care Providers
- 1.1.1 Communication: Our Core Clinical Skill
- 1.1.2 What Is Communication?
- 1.1.3 Communication Is Complicated
- 1.1.4 Rapport: The Foundation of Trust
- 1.1.5 From Trust Comes Empathy
- 1.1.6 Communication to Rapport to Trust to Empathy and, Eventually, Care
- 1.1.7 You Knew All of This Already Because You're a Person Too
- 1.2 Interprofessional Care
- 1.2.1 What Is Interprofessional Practice?
- 1.2.2 Who Are These Interprofessionals?
- 1.2.2.1 The Professionals on a Team
- 1.2.3 How Does Interprofessional Practice Work?
- 1.2.3.1 Scope of Practice
- 1.2.3.2 Scope of Practice and Delegation
- 1.2.4 Interprofessional Person-Centered Care
- 1.3 Summary
- 1.4 Mind Map Chapter 1
- For Further Reading
- Chapter 2: Personality Psychology: Learning About Ourselves
- 2.1 What Is Personality?
- 2.1.2 Personality Psychology 101
- 2.2 The Big Five
- 2.2.1 What Are the Big Five?
- 2.3 Emotional Intelligence
- 2.3.1 The Health Professionals' Inventory of Learning Styles
- 2.3.1.1 Learning Styles Theory
- 2.3.1.2 Using the H-PILS
- 2.3.1.3 The Four Emotional Intelligences and You
- 2.4 Summary
- Supplemental Material: Health Professionals' Inventory of Learning Styles (H-PILS)
- 2.5 Mind Map 1 Chapter 2
- 2.6 Mind Map 2 Chapter 2
- For Further Reading
- Chapter 3: Team Psychology: Learning About Those with Whom We Work
- 3.1 What's a Team?
- 3.2 Team Models in Health Care
- 3.3 How Do Teams Make Decisions and Get Things Done?
- 3.4 Clinical Decision Making
- 3.4.1 Story-Oriented and Problem-Oriented Practitioners
- 3.4.2 Thinking About Clinical Problems
- 3.5 What Does This Mean for Health Care Team Functioning?
- 3.6 The Development of a Collaborative Health Care Team
- 3.7 Summary
- 3.8 Mind Map Chapter 3
- For Further Reading
- Chapter 4: Those We Serve: Patients, Clients, Customers, and Consumers
- 4.1 The Complexity of Human Beings
- 4.1.2 How We Interpret Our World
- 4.1.3 Our Emotional Selves
- 4.2 Applying The Psychology of Emotions to Your Professional Practice
- 4.2.1 The Truth About the Truth
- 4.3 Different People at Different Times Need Different Things From You
- 4.3.1 Implications for Practitioners
- 4.4 Summary
- 4.5 Mind Map Chapter 4
- For Further Reading
- Chapter 5: Introduction to Communication Theory (Part 1)
- 5.1 A Basic Model for Interpersonal Communication
- 5.2 Verbal and Nonverbal Communication
- 5.2.1 Verbal Communication: The Words We Choose to Use
- 5.2.1.2 What's the Right Word?
- 5.2.1.3 Word Intensity
- 5.2.1.4 Direct and Indirect Verbal Communication
- 5.2.1.5 Open and Closed Statements
- 5.3 Nonverbal Communication
- 5.3.1 The Role of Telegraphing and Cues in Interpersonal Interactions
- 5.3.2 Deciphering Nonverbal Cues in Interpersonal Communication
- 5.4 Summary
- 5.5 Mind Map Chapter 5
- For Further Reading
- Chapter 6: Introduction to Communication Theory (Part 2)
- 6.1 The Johari Window
- 6.1.2 How Can Understanding the Johari Window Support Better Communication with Patients?
- 6.2 The Transtheoretical Model for Change
- 6.3 Communication in Social Media: More of the Same or Fundamentally Different?
- 6.4 Summary
- 6.5 Mind Map Chapter 6
- For Further Reading
- Chapter 7: Communication Skills
- 7.1 Effective Listening: The Cornerstone of Communication
- 7.2 This Just Doesn't Come Naturally to Me
- 7.3 If You Can't Be Empathetic, at Least Avoid Being This!
- 7.4 There Is No One-Size-Fits-All Communication Strategy
- 7.5 Every Conversation Is a Series of Choices
- 7.6 Mind Map Chapter 7
- For Further Reading
- Chapter 8: Diversity in Interprofessional Collaborative Person-Centered Care
- 8.1 What Is Diversity?
- 8.1.1 Why Is "Difference" Even a Problem?
- 8.2 What Can Break the Vicious Cycle of Stereotype and Prejudice?
- 8.3 Civil Discourse
- 8.3.1 Find Common Ground
- 8.3.2 Avoid Us-Versus-Them Language
- 8.3.3 Discuss Ideas, Not People
- 8.3.4 Listen Before You Speak
- 8.3.5 Acknowledge Your Own Stereotypes and Biases
- 8.3.6 Nonverbal Cues and Messaging
- 8.3.7 Know When to Walk Away
- 8.4 Cultural Diversity and Difference
- 8.4.1 Ethnicity and Race Are Not Culture
- 8.4.2 Culture and Diversity
- 8.5 Summary
- 8.6 Mind Map Chapter 8
- For Further Reading
- Chapter 9: Applying Communication Theory: Feedback
- 9.1 Feedback Versus Evaluation
- 9.2 Why Is Feedback Important?
- 9.3 Pendleton's Rules for Feedback
- 9.4 What If My Feedback Isn't Getting Through?
- 9.5 General Principles for Making Feedback More Effective
- 9.6 Conscious and Unconscious Competence and Incompetence
- 9.7 Summary
- 9.8 Mind Map Chapter 9
- For Further Reading
- Chapter 10: Resilience and Preventing Burnout: How to Communicate When You Need Help
- 10.1 The Health Care Workforce
- 10.2 Occupational Stress
- 10.2.2 Communicating Your Needs in Times of Occupational Stress
- 10.3 Burnout
- 10.4 Resilience, Grit, and Perseverance
- 10.4.1 Perseverance
- 10.4.2 Grit
- 10.4.3 Resilience
- 10.4.4 Learning Perseverance, Grit, and Resilience
- 10.5 Connecting to Others
- 10.6 Summary
- For Further Reading
- Chapter 11: Communication in Leadership, Management, and Administration
- 11.1 "Who's in Charge?" and "It's Not My Job!"
- 11.2 Roles, Responsibilities, and Sometimes Confusion Too
- 11.3 Your Role as a Leader
- 11.3.1 What Does It Take to Lead?
- 11.3.1.1 Understanding What You Think and Feel When You Are a Leader
- 11.4 Your Emotional Intelligence and Your Leadership
- 11.5 Communicating as a Manager Versus Communicating as a Leader
- 11.6 Summary
- 11.7 Mind Map Chapter 11
- For Further Reading
- Chapter 12: Conflict Management, Resolution, and De-escalation
- 12.1 What Is a Conflict?
- 12.1.2 What Are the Root Causes of Conflict?
- 12.1.3 From Analysis to Action: Techniques for Conflict Resolution
- 12.2 The Role of Emotional Intelligence in Conflict Management
- 12.2.1 A Model for Understanding How Emotional Intelligence and Conflict Are Connected
- 12.3 Intergenerational Conflict
- 12.4 Putting It Together
- 12.5 Summary
- 12.6 Mind Map Chapter 12
- The Conflict Management Scale (CMS)
- For Further Reading
- Case Study Section
- Case 1: Breaking Bad News to Patients
- Case 2: Communicating for Patient Safety
- Case 3: Communicating When Language May Be a Barrier
- Case 4: Communication and Cognitive Bias
- Case 5: Communication in Virtual Team Settings
- Case 6: Dealing with Grief: What to Say When You Don't Know What to Say
- Mind Map for Case 6
- Case 7: Dementia: Communication with Patients and Their Caregivers
- Case 8: Disagreement Without Being Disagreeable: When Team Members Differ
- Case 9: Disclosing Errors: Communicating and Being Open with Patients and Families
- Case 10: "But He Doesn't Want to Share His Marbles!": Challenges When Professionals Simply Don't Want to Collaborate
- Case 11: Providing Person-Centered Care When You Don't Agree with a Person's Choices
- Case 12: Receiving Mixed Messages: Communicating Across Barriers
- Case 13: Saying "No" in Person-Centered Care
- Case 14: When Pronouns Trigger Conflict
