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Goal: how to tell someone (resident or faculty member) that their behavior has been unacceptable without it being confrontational, or making them defensive.

Conflict: faculty member is struggling, residents have lost confidence in them, faculty member has been abandoning the team during crisis events and the residents don't feel supported.

Pattern: two different cardiac arrests: the faculty abruptly left the room and the residents involved felt abandoned.

What do I want: I want to fairly represent the concerns of the residents to the faculty member and their division chief so they have an opportunity to develop in response to that feedback.

Mutual: I want you and the residents to work well together. This is not an indictment of you, or them. This is about letting you know the behaviors that are undermining their trust.

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Despite being on a learning plan and having one in one technical skills sessions, a resident is not showing improvement and many faculty have expressed concerns regarding their ability to improve at all.

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it can be difficult to talk with. colleague who is also a friend to set up clear expectations of responsibilities.

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communicating to a faculty colleague that I am happy to help him with professional development in education and that I find it challenging at times because he doesn't put time into partnering with me.

Relationship: How can we develop a better working relationship to where we are both partnering with each other in an equal manner?

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Managing conflicts with colleagues or learners

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How to talk to a resident who you think is on the wrong career pathway

Despite working very hard, the resident is unable to demonstrate competency and I am concerned that is is not a deficiency that can be fixed with extra time in training

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Discussing with fellow faculty members to improve resident autonomy and resident teaching during cases

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Post op discussions about intraop errors

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How to be an effective communicator to learners when they are underperforming or their expectations do not align with reality. Also, same conversation but with my leadership.

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Goal: Anticipate/identify common difficult conversation pitfalls as they're happening

Conflict between intern and NP. NP thought intern wasn't adequately upholding her responsibilities. Intern thought NP was overbearing. I tried to reconcile the views, helping each see the other's perspective, but was not successful.

Pattern (wasn't one incident about missed responsibilities, but repeated small issues)

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A refresher for how to confront conflict.

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learn about approaches to difficult conversation.

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I hope to inspire the SELFers to learn more about dialog skills!

Faculty member not giving residents autonomy in the OR.

Pattern

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Hello!