Effective listening to the needs of the patient/family and prompt resolution of issues or concerns that arise are critical practices to reach this goal. Consistent and purposeful leader rounding accomplishes both aims. Leaders can efficiently plan their rounding cadence, track concerns, notify resolving individuals/ departments, and analyze concern trends. These practices are pivotal to prevent concerns from becoming significant grievances and to foster effective communication in hospitals. Let’s drill down into effective listening and prompt resolution of issues.
Active and Effective Listening
Ralph Kliem, PMP, offers the following definitions of active and effective listening
Active listening occurs when the listener attempts to understand as clearly as possible what the speaker says.
Effective listening is attempting to understand the perspective of the speaker and empathize, not sympathize, with him or her.
Moving to an understanding of speaker perspective and empathy could arguably be the most important skill needed to truly adopt a culture of inclusion and trust. Perspectives are always impacted by any number of biases, both unknown and acknowledged. When leaders center themselves, become consciously ‘present’ prior to beginning a patient round, and call to mind the concept of effective listening, they are much more likely to form a trusting relationship with the patient and family that supports the provision of an individualized patient experience. Kliem offers four steps to effective listening that leaders can adapt to their own style or circumstance.
Four Steps for Effective and Active Listening
Hear
Hearing involves picking up the sounds of the speaker by allowing the person to talk, avoiding interruptions, observing nonverbal behaviors, and using open-ended questions.
Clarify
The listener must make some effort to clarify what is said by asking questions, maintaining two-way communication, paraphrasing what was said and verifying for accuracy. Focus on facts and data.
Interpret
Interpretation requires ascertaining the credibility behind what the speaker said but also an understanding of what was said. Identify main ideas and avoid selective hearing.
Respond
Leader rounding responses happen in two different contexts – immediate information and the delayed component of ‘closing the loop’. Often patients and family members express frustration that they aren’t provided with follow-up answers and never know if anything was done. Experience teaches us that besides fixing the immediate issue, ‘feeling valued’ is often the most desired outcome by consumers. When leaders make the time to circle back, patients feel that someone of importance cares.
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