Respect for People
Objectives
• To understand the relation between respect in the
workplace and safety (both psychological and
physical).
• Understand a leader’s role in supporting Respect for
People in the workplace.
• Introduce tools to proactively discuss and build
Respectful Workplaces.
• Develop and enhance skills to foster productive
resolution to conflict.
Part One: The Relationship between
Respect and Safety
What did you read?
• In pairs, discuss what came to mind from the
two pre-readings
• In the larger group, prepare to share your
thoughts about:
– Why is Respect important?
– How do Respect and Lean support each other?
For further reflection
Part Two: The Leader’s Role
Is conflict Good? Or Bad?
What makes conversations difficult?
With a partner, discuss:
• Looking back over previous conflicts you
have had in your life, what kinds of general
statements would you make about these
conflicts?
• From my family, I learned the best way to
deal with conflict is to…
The Conflict Continuum
Continuum of Professional Behaviour
Desirable
Identify and
report quality
concerns
Respectfully
discuss
concerns in a
private setting
Adhere to
bylaws, policies
and procedures
Give clear
instructions for
work standards
Co-operate
and participate
in quality
improvement
activities
Unprofessional
Demeaning
behaviour to
staff or
colleague
Profane or
disrespectful
language or
comments
Intimidating
behaviour that
suppresses
communication
or action –
including
refusal to
communicate
Inappropriate
displays of
anger or
berating
individuals
Condescending
tone of voice in
discussions or
answering
questions
Disruptive
Criticizing staff
or care in front
of patients or
families
Sexual
comments or
innuendo
Inappropriate
comments in
patient records
Throwing
instruments,
charts or
equipment
Unethical,
illegal or
dishonest
behaviour
A Balance of Skills
Part Three: Tools to Support a Respectful
Workplace
Two Tools
1. Work Standard to introduce Respect
for People to the team
2. Team Assessment for Respect for
People Behaviours
Sample Results
SELF
I am able to listen fully to my co-workers
I acknowledge co-workers with a positive
greeting
I encourage my co-workers to share their ideas
about work
I ensure that I share information with my coworkers
Alwa y s o r
Ag re e o r
Mo s t o f the D iffe re nc e - Stro ng ly
T ime
Top 3
a g re e
T EAM
90%
20%
70% I am listened to when I raise an issue
95%
15%
80% I am acknowledged by co-workers
85%
15%
70% My co-workers encourage me
95%
40%
I recognize the contributions of others at work
I speak up if I have a concern about work safety
85%
90%
25%
45%
I give feedback to others in a respectful manner
95%
40%
55% We share information very well
I am recognized for my contributions to the work we
60% do
45% My co-workers make it safe for me to speak up
My co-workers give feedback in a respectful
55% manner
I am open to trying new ways to do things at work
I pitch in to assist co-workers if they need
assistance
I am patient with others when they make
mistakes
100%
55%
45% We are open to trying new things
100%
40%
85%
40%
60% We work well as a team
We are patient with others when things do not go
45% well
Sample Results #2
Ind iv id ua l
I am able to listen fully to my co-workers
I acknowledge co-workers with a positive
greeting
I encourage my co-workers to share their
ideas about work
I ensure that I share information with my coworkers
I recognize the contributions of others at
work
I speak up if I have a concern about work
safety
I give feedback to others in a respectful
manner
I am open to trying new ways to do things
at work
I pitch in to assist co-workers if they need
assistance
I am patient with others when they make
mistakes
I am held accountable for my actions
Always or
Most of the
Agree or Strongly Agree Difference Time
Team
71%
-29%
100% I am listened to when I raise an issue
86%
-14%
100% I am acknowledged by co-workers
57%
-43%
100% My co-workers encourage me
57%
-43%
71%
-29%
100% We share information very well
I am recognized for my contributions to
100% the work we do
71%
-29%
71%
0%
100% I am comfortable speaking up
My co-workers give feedback in a
71% respectful manner
100%
0%
100% We are open to trying new things
86%
0%
100%
0%
100%
0%
86% We work well as a team
We are patient with others when things
100% do not go well
My co-workers are held accountable
100% for their actions
What gets measured, gets done
What gets measured and fed back, gets done well
What gets rewarded, gets repeated
Part Four: Addressing Conflict
Impact / Perception
We judge ourselves by our intentions
We judge others by their behaviour
The Ladder of Inference
The Choice in Conflict
When in conflict, you have two choices:
1. You can choose to be right.
2. You can choose to resolve the issue.
But you can’t have both
Conflict Facilitation Basics
Two Approaches
• Informal
– Have them work it out on their own
– Facilitate a conversation between them
• Formal
– Engage in performance improvement
– Discipline
Who Ya’ Gonna’ Call?
• Email [email protected]
and a consultant can be assigned to help
you make a plan to resolve the issues
informally.
• Contact HR central to gain assistance in
more formal approaches.
Scenarios
• Divide into groups of three
• Choose one scenario from the handout
• Decide who is the leader (use the Conflict
Facilitation Basics as a guide)
• The other two will be the participants in the
scenario
• Work through the process helping the
participant use SIP, the Ladder of Inference
and Perception/Impact statement
• You have 20 minutes
Evaluation
On a scale from 1(low) – 10 (high) rank:
1. Your knowledge about this topic before you
completed the pre-work and before you walked in
the door today
2. Your knowledge after the session
3. The likelihood that you will change your behavior
based on what you learned during this module
4. Your overall impression of this learning experience
On the back of your note, write one thing that would
improve your #4 score