Communication Transparency: Clarity creates Trust
Published Date: 01/25/2007
Communication Transparency: Clarity creates Trust
In the same way that transparency of financials creates ownership behaviors, transparency of communication creates ownership behaviors. We are sometimes reluctant to confront behavior that does not align with the standards of our organization because we are afraid we will jeopardize a relationship or because we aren’t sure how to deliver the message. In either case, the cost of our silence is that we permit the behavior. In essence, we endorse the behavior: what we permit, we promote.
How do we communicate with transparency? We start by clearly citing the behavior in question, whether we are talking to a peer or an employee. (I need to talk to you about…. When you….) We connect actions to results, so everyone involved understands the impact of the behavior. In the same way financial impacts must be clearly understood, behaviors should also be connected back to how they affect the “bottom line” of patient care and teamwork. (The result is…)
The “results” are important because they connect back to impact. Instead of saying, “pick up paper in the hall, it’s a Standard,” the leader really connects the dots when he or she says, “When you walk by trash in the hall and don’t pick it up, you leave the impression that we don’t care about either cleanliness or safety. Patients think if we leave trash in the hall, we’ll leave sponges in body cavities.” We then clearly align the impact of the behavior with safety goals.
The last steps in transparent communication are to affirm a common goal and ask for the desired or appropriate behavior. (Because we both want/care about….I need for you to...)
Close with a supportive statement if appropriate.
So the shorthand version for transparent communication is:
When you
The result is
(Mutual goal: because we both want/need/care about…)
I need
FOR EXAMPLE:
1. When you talk about patients where they can hear, the result is patient's anxiety levels really go up. When the patients get anxious they are not as likely to hear or follow our instructions, and we know how important compliance is. I need for you to be careful about what you say at the nurses' station. I appreciate working with you and know you are a good nurse.
2. When you speak to me in that tone of voice, the result is that I can't concentrate well on what I am supposed to be doing. Because we both want very much to deliver the very best patient care, I need for you to calm down and speak to me more slowly without any abusive language. I respect you as a clinician and want to do good work for you.
When we don’t say what we mean, people don’t trust us. We are accountable for communicating clearly and transparently in accord with our organizational standards. When we do that effectively and consistently, we create a better, safer workplace for everyone.
