Conflict Resolution Training Manual

1 Conflict Resolution Training Manual The Trust will not tolerate any form of violence or aggression, including verbal abuse against its staff, visitors, or patients, In order to deal with the problem effectively, it is vital that all incidents are reported and formally recorded, Any resulting action taken by the Trust will vary according to individual circumstances. This may range from immediate removal and arrest of offenders by the Police, to the issuing of informal or formal warnings, or in extreme cases may include the exclusion from treatment other than immediate emergency care, The Trust recognises that Training of staff is fundamental to the effective operation of this policy, and that employees will be required to attend appropriate Training relative to the degree of risk faced within their working environment, (Prevention and Management of Violence and Aggression2015) 1.

2 Introduction Tackling violence against staff and professionals working in the NHS was a key area of the specific action for the Security Management Service. In December 2003 the Secretary of State launched the strategic document 'A Professional Approach to Managing Security in the NHS'. The key aim of this strategy is to deliver an environment for those who use or work in the NHS that is properly secure, so that the highest possible standard of clinical care can be made available to patients, (SMS 2004). 2. Background This Manual has been designed based on the National syllabus for Conflict Resolution Training in the NHS, The syllabus is designed to meet the needs of staff that have direct contact with patients and the public. There are minimum requirements established by the NHS Security Management Service (NHS SMS); which was launched on the 1st April 2004 with a remit encompassing policy & operational responsibility for management of security in the NHS for trusts to enable them to comply with the Secretary of State Directions to provide Conflict Resolution Training (CRT) and refresher Training to all frontline staff.

3 Key Elements: The course will cover: 1 Verbal & Non-verbal communication skills 2 Recognising warning signs 3 Cultural Awareness 4 De-escalation techniques Objectives: By the end of the Training the learners will be able to: 1 Describe common causes of Conflict 2 Describe two forms of communication 3 Give examples of communication breakdown 4 Explain three examples of communication models that can assist in Conflict Resolution 5 Describe patterns of behaviours they may encounter during different interactions 6 Explain the difference between warning and danger signs 7 Give examples of impact factors 8 Describe the use of distance when dealing with Conflict 9 Explain the use of reasonable force as it applies to Conflict Resolution 10 Describe different methods for dealing with possible Conflict situations Reference: Conflict Resolution Training , Implementing the National Syllabus (2004) Aim.

4 To recognise different aspects of Conflict that staff and professionals may encounter and to understand and be aware of different methods of resolving such conflicts : National Syllabus for Conflict Resolution Training Conflict Resolution Training 1 Within the working environment of the NHS there will be occasions that arise when it is not too difficult to acknowledge what may have contributed to an individual's anger or distress. These may include: Unmet expectations Rudeness Indifference Being ignored Therefore, in terms of Conflict Resolution , it is important to recognise that an individual s behaviour is often not directed at us, but at a set of circumstances faced by them. If we are able to understand the background to potentially violent behaviour, we are able to separate what is a personal attack from what is being directed at us as representatives of the Trust.

5 However although violence is understandable it is never acceptable. All such instances, be they verbal or physical, must be reported. War Anger Blood Crying Guns/Knives Fear Pain Fighting Hate Destruction Definition of It is a human emotion which compels the individual to act in either a defensive or offensive manner. Definition of physical The intentional application of force to the person without lawful justification, resulting in physical injury or personal discomfort. Definition of A disagreement or clash between ideas, principles, or people. Definition of non-physical The use of inappropriate words or behaviour causing distress and / or constituting harassment. What is Conflict ? 2 During potential Conflict situations people can show various warning and danger signs. We should be aware of these signs and be able to recognise them when entering into situations that are at risk of escalating into confrontational or violent acts.

6 The table below is set into two columns: Warning Signs and Danger Signs. Warning signs indicate when a person is getting angry and they feel the need to verbally make their presence felt. When you are able to recognise these signs it would be a perfect time to use the Communication Models we discuss later to try and deescalate the situation and prevent the on set of DANGER SIGNS. Danger signs occur naturally when the body reacts to the possibility of physical violence. When you recognise these signs the best option may be to withdraw from the situation and seek assistance from the police, security or your colleagues. The police can be contacted on 9-999, hospital security on ext. 5555 or you could use an emergency buzzer. Verbal abuse on the phone can be put through to ext. 6666.

7 Warning Signs Danger Signs Direct, prolonged eye contact Fists clench and unclench Facial colour may darken Facial colour may become paler Head is back Lips tighten over teeth Subject stands tall Head drops to protect throat Subject kicks the ground Eyebrows droop to protect eyes Large movements close to people Hands rise above the waist Breathing rate accelerates Shoulders tense and body is lowered ready to launch forward Behaviour may start / stop abruptly Stance moves from square to sideways Grinding of teeth Stare is now at intended target Warning and danger signs 3 Fear -response to a perceived threat Humiliation -felt because circumstances have compelled a self-appraisal which prompts us to feel inferior Frustration -arises because an impediment can provide a reason for a

8 Tantrum or valid anger/emotion Why do you think Conflict took place? How was the other person behaving at the time? How was I behaving at the time? Was there anything that I (or the Trust) could have done to avoid it? Factors that might influence potential for Conflict : How we say things and how we behave often has an impact on the message we wish to convey other than what is actually said. Communication This comprises of two forms Verbal (7%) Non-verbal - Vocal (38%) - Body language (55%) We can say Thank you in a genuine way for a kindness or thank you in a tight lipped manner, altering the tone. This clearly is not thanking a person but is a sarcastic response. Thus, the content of our speech, our vocal tone and our body language MUST all convey the same ideas to ensure that we are transmitting a consistent message.

9 As you can see, HOW we say things and how WE BEHAVE often has an impact on the message we wish to convey than WHAT is actually said. Avoid - jargon, hospital-speak, abbreviations. Try using 'I' versus 'you' language such as 'I am not making myself clear, let me try again' and not 'You don't understand what I am saying, so listen'. Note: Not all cultures have the same body language some people will not look each other in the eye when talking to them or shaking hands may not be acceptable. Causes of Aggression Consider Using verbal and non-verbal communication Communication 4 It is important to be able to understand ourselves and our emotions in order for us to deal with Conflict . Dealing with Conflict badly and not appreciating the differences between us all can lead us into the Conflict cycle: Conflict Cycle 1st time you meet 2nd time you meet Conflict Cycle You do not have a good experience Possible Conflict Cycle 1 You decide what person 2 is like You have a good experience Possible Friendship Cycle 2 Person 2 decides what you are like 5 This demonstrates a cycle of behaviour that if not interrupted can escalate out of control.

10 If your attitude towards another person is hostile then this will be displayed in your behaviour. This in turn will affect the attitude of the individual you are dealing with which in turn will affect their behaviour. It is your responsibility to recognise this cycle and break it. This must be done before you can use the communication models that you will look at next. TIP! Use active listening skills. It is unusual for someone who is angry to become violent towards an individual who they believe is genuinely listening to them and appears to want to help. Betaris Box My behaviour Your attitude Your behaviour My attitude 6 If you were to ask yourself 'what are my values? Can you easily list them? -If you have some difficulties listing your values then it may be interesting to read on.