HCS 350 Communication Style Case Study Case Study 1 “ Rashad attended the team meeting with all the rest. When the topic of role clarification for assistive personnel came up, he stated that he thought part of his role was to anticipate the needs of the patients for toileting and personal hygienic care. Robin, one of the staff RNs in their psychiatric care group home, raised her voice as she firmly stated, “ You are only an aide. That is in the RN role. We don’t expect you to think, just to do what we tell you to when we tell you. Rashad sat quietly without responding because he needed to keep his job but began his plan on how he’d make Robin pay for her statement. Maybe he wouldn’t do anything without being told. ” (Hansten & Jackeson, 2009). Answer In question number one the two types of communication used, were aggressive and passive. Aggressive was used when the Registered Nurse (RN) undermined the aide by belittling him with a raised tone, and comments such as,” you are only the aide”, “ we don’t expect you to think, just to do what we tell you to do. (Hansten & Jackeson, 2009). This type of communication often carries a tone of superiority, messages of blame, and labeling often times causing the other person to feel humiliated and hurt. Rashad may perhaps have feelings of anger and revenge. Rashad may perhaps try to think up ways to get back at the nurse instead of help her or him complete her or his tasks. This type of communication suppresses the ideas and feedback from others. It evokes passive aggressive relationships which is the situation in question number one (Hansten & Jackeson, 2009).
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Rashad demonstrates passive communication by sitting quietly and not responding to the nurse. Passive behavior is often not ideal because it is an act of avoidance to the situation at hand. People who exhibit passive behavior often have feelings of inhibition, hurt, fear, timidity, anxiety. If the person exhibiting this behavior speaks up it is often not reflective of the actual thoughts or feelings this person is having leading to dishonesty in communication and resentment that they could not say what they feel. Delegation becomes almost non-existent as the delegators ends up taking on ore work due to passive behavior (Hansten & Jackeson, 2009). Both of these types are not effective ways to communicate that leads to more work for everyone involved. Case Study 2 “ Pamela, one of the school nurses in a rural county, was following up on some vision and hearing testing done by one of the volunteers, Brigite. She was concerned about the accuracy of the work due to the way these readings compared to previous readings. Instead of discussing this with Brigite, she decided to do it all herself and retest everyone. ” (Hansten & Jackeson, 2009).
Answer The second case study refers to a school nurse named Pamela. After Pamela followed up on some vision and hearing test that were performed by a volunteer, Brigite, decided to retest everyone (Hansten & Jackeson, 2009). Pamela compared the results done by Brigite to previous readings, and was concerned about the accuracy of the tests (Hansten & Jackeson, 2009). Pamela did not discuss both set of readings before retesting everyone herself (Hansten & Jackeson, 2009) This is a common passive or nonassertive response.
Instead of consulting with Brigite, Pamela used avoidance. This was an opportunity for Pamela to pull Brigite to the side, and simply ask her how she performed the tests. Pamela could have had Brigite perform a sample test for her so it could be determined the validity of the tests. Instead, Pamela did double the work by retesting the subjects again. In the event that Brigite did perform the tests correctly, Pamela wasted her own time, the schools, and Brigite’s unnecessarily.
If Pamela determined Brigite’s sample was not correct, then she could have properly trained Brigite, and they both could have repeated the test saving time. On the other hand what if Pamela’s testing was wrong and Brigite’s was correct. This is great opportunities for both to learn from each other, but Pamela chose to be passive and utilized a nonassertive response to communicate (Hansten & Jackeson, 2009). Case Study 3 “ Rosa managed the ambulatory care surgical center for a large healthcare conglomerate.
Mabel, one of the surgical technicians, told her that she would not consider scrubbing in any orthopedic cases. Her rationale was that they were too physically stressful. When Rosa mentioned that, although she wanted the staff to work together as a team, with everyone using his or her strengths to bring the best care for the patients, and that being involved in orthopedic cases was a part of Mabel’s job description, Mabel told her menacingly that she was the granddaughter of the chairman of the board and that she’d “ get Rosa’s head on a platter. ’ (Hansten & Jackeson, 2009). Answer Case study three consists of the exchange of communication between Rosa, a manager of an ambulatory care surgical center, and Mabel, a surgical technician (Hansten & Jackeson, 2009). Mabel aggressively tells her manager that she was not going to scrub into any orthopedic surgeries because they were too physically stressful. Rosa communicated in an assertive manner when she reminded Mabel that expected the staff to work as a team.
Rosa also reminded Mabel that being able to work will all surgical cases was part of her job description. A person who communicates assertively is confident, and positively lays claim to their own right to speak up for them self (Hansten & Jackeson, 2009). Mabel did not like being told by her manager that she could choose not to scrub in on orthopedic surgeries acted aggressively. Mabel threatened Rosa, by telling her that she was the granddaughter of the chairman of the board and would have her “ head on a platter. According to Hansten &Jackson Aggressive behavior is an encroachment or attack upon another and is almost always hostile in intent. When Mabel threatened Rosa, she was acting insubordinate toward her superior. Insubordination occurs when an employee acts unprofessional and disobedient toward authority. When an employee acts in this manner the manager has cause to reprimand them for their action. Reference Hansten, R. I. , & Jackeson, M. (2009). Clinical Delegation Skills: A Handbook for Professional Practice (4th ed. ). Sudbury, MA: Jones & Bartlett.