Chapter 1: Communicating with Difficult People (Elective) 2 CE Hours
Learning objectives After completing this course, the learner will be able to: Define the four types of difficult people. Discover how to handle the behaviors of difficult people. Explain the relationship between stress and illness. Implicit bias in healthcare Implicit bias significantly affects how healthcare professionals perceive and make treatment decisions, ultimately resulting in disparities in health outcomes. These biases, often unconscious and unintentional, can shape behavior and produce differences in medical care along various lines, including race, ethnicity, gender identity, sexual orientation, age, and socioeconomic status. Healthcare disparities stemming from implicit bias can manifest in several ways. For example, a healthcare provider might unconsciously give less attention to a patient or make assumptions about their medical needs based on race, gender, or age. The unconscious assumptions can lead to delayed or inadequate care, misdiagnoses, or inappropriate treatments, all of which can adversely impact health outcomes. Addressing
Define and give examples of very aggressive and very passive behavior.
implicit bias in healthcare is crucial for achieving equity in medical treatment. Strategies to combat these biases involve education and awareness programs for healthcare professionals. These programs help individuals recognize and acknowledge their biases, fostering a more empathetic and unbiased approach to patient care. Additionally, implementing policies and procedures prioritizing equitable treatment for all patients can play a pivotal role in reducing healthcare disparities. Ultimately, confronting implicit bias in healthcare is essential to creating a more just and equitable healthcare system where everyone receives fair and equal treatment regardless of their background or characteristics.
INTRODUCTION
Working in an atmosphere with clashing personalities and/ or abusive coworkers or client families makes for difficult and stressful experiences that can negatively affect overall productivity. Professionals who are unhappy within their positions can bleed discontent onto their clients or coworkers. We encounter difficulties and negative responses in others at work, at home, and in public areas. Sometimes we know these individuals; other times our paths cross. What should we do when confronted by difficult people who are challenging to deal or work with? You may try to reason with the person, ignore the behavior, or respond in kind—someone launches into you, you launch back. But this doesn’t result in a solution and may even make the situation worse. Ignoring the person generally contributes to lowered morale, as difficult people tend to put everyone a little more on edge. Additionally, you may feel resentful that the individual causes you distress and uses up your time and energy. Irritation can mount until tempers explode. How we see ourselves and the situation allows us to better understand how and why the difficult person acts in such a way. ● Passives : Society often refers to passives as “pushovers” or “weaklings.” These individuals are nonconfrontational. Instead, they hide in the shadows and don’t contribute much effort in the way of productivity. ● Tanks : These individuals are probably the most difficult. They tend to be pushy and bossy. They will put down or push away anyone or anything that stands in their way so that only they benefit. (Edwards, 2017)
This course discusses the behavioral management skills that reduce inherent defensive responses when one is faced with a difficult individual or abuser. The most important key to dealing with difficult people is how we, as the “communicator,” communicate back to said person(s). Practicing active listening and eliminating or lessening defensiveness encourages the difficult person to immediately shut down the verbal or emotional attack. Difficult people contribute to a negative atmosphere. They may have poor work habits or social skills; they are likely to complain when their business is too busy and when it is too slow. They may be petty and gossipy, start rumors, or repeat unhelpful comments. Difficult people may talk too much or be loud, rude, and/or physically imposing. They may be verbally or physically abusive. They may sulk or give the silent treatment. They may be bullies or nags. They may be constant whiners or liars. These individuals stimulate burnout in those around them, causing others to feel manipulated. They force those in their path to lose their temper, slow down progress, and prevent people from getting things done. They can project feelings of guilt, anxiousness, and stress.
DEFINING DIFFICULT PEOPLE
Difficult people can be grouped into the following four categories: ● Downers : These individuals generally focus on the negative. Positive engagement with these individuals is extremely difficult and often leads to the other person feeling anxious or depressed. ● Better-thans : These individuals have no qualms about expressing their inner egotism. Even if they feel less than superior to a person or situation, their reaction is to prove or commit to a “better than you” attitude.
HANDLING THE BEHAVIORS OF DIFFICULT PEOPLE
Do not try to change these individuals. We as humans feel that when a situation exists that we believe should or can be changed, we should make an effort to do so. These situations appear easy to correct; however, they are complicated and
exist on much deeper mental and emotional levels. It is best to try and understand the behavior and what causes the difficult person to react in a challenging or negative manner.
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Book Code: FAZ0724
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