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Taking risks or taking a stand
Published in Alan Hall, The Subjectivities and Politics of Occupational Risk, 2020
Intimidation didn’t have to happen to them personally to have effects across the workplace, as many expressed fear of reprisals based largely on what they’d seen or heard about happening to others. As another miner replied when asked about why he was not complaining about some worrying ground conditions: I know of one guy who they fired for not wearing his [safety] glasses. It took the union a year to get his job back but his marriage broke up and he’s never been the same. Inco likes to show who’s boss every once in a while.
Some particular challenges
Published in Roger Neighbour, Jamie Hynes, Helen Stokes-Lampard, Consulting in a Nutshell, 2020
Roger Neighbour, Jamie Hynes, Helen Stokes-Lampard
Accept the emotion as it is, and, within socially acceptable limits, allow the patient to express it. Help the patient put their feelings into words. Show your acceptance by active listening or non-verbally, e.g. through touch or by offering a tissue. If the patient is angry, allow a verbal rant, but make it clear that personal abuse, threats or intimidation are not acceptable.
Psychiatric Emergencies
Published in Anthony FT Brown, Michael D Cadogan, Emergency Medicine, 2020
Anthony FT Brown, Michael D Cadogan
Debrief staff in the emergency department, and consider immediate support for staff injury or intimidation. Plan future team strategies for violence prevention and management.
Improving communication between hospital administrations and healthcare providers during COVID-19: experience from a large public hospital system in Northern California
Published in Journal of Communication in Healthcare, 2021
Brian McBeth, Yvonne Karanas, Phuong Nguyen, Sanjay Kurani, Meenesh Bhimani
Trust is no less vital to maintain and foster confidence in leadership within hospitals and healthcare organizations. Frequently changing recommendations and uncertainty around strategy with regards to resources and treatment has the potential to affect trust in leadership. Inconsistencies in recommendations between expert sources like the CDC, WHO and local public health authorities can further exacerbate this tension and distrust within organizations [28,29]. This was demonstrated in the first wave of COVID-19 by issues around PPE availability and use in many areas of the country, with reports in the popular media of hospitals denying HCWs PPE, threatening workers with disciplinary action and even employee termination [30]. Medical specialty societies have set up trackers and resources to assist clinicians against ‘wrongful intimidation’ by hospitals around PPE, reduction of work hours and other administrative policy [31]. HCWs on the front lines can develop an ‘us versus them’ perception, accusing administration of adopting policy that prioritizes institutional, financial or patient needs above the safety of the staff [32]. There are many examples of tension between HCWs and healthcare administrators over COVID-19 strategy, including those highlighted by a recent report by the Brookings Institution around issues such as hazard pay, access to PPE, safety for low-wage HCWs and respect and recognition for support staff [33].
Bullying victimization-perpetration link during early adolescence in South Korea: applying the individual trait approach and opportunity perspective
Published in Journal of School Violence, 2019
The most popular definition of bullying was developed by Olweus (1978), defining bullying as peer aggression. Bullying incorporates three characteristics: (a) repeated incidents amongst the same bullies and victims over time; (b) a physical, verbal, relational, or social attack or intimidation that is intended to cause harm, distress, or fear to victims; and (c) an imbalance of power between bullies and victims that more powerful adolescents dominate less powerful ones. This is a widely used operational definition by most researchers (Espelage & Swearer, 2003). Bullying may be both direct behaviors such as physical bullying (e.g., hitting, pushing, and kicking) and verbal bullying (e.g., name-calling and teasing in a hurtful way), as well as indirect behaviors such as relational or social bullying (e.g., social exclusion and spreading rumors) as well as cyberbullying (e.g., sexting and circulating nude pictures and messages; Craig, Henderson, & Murphy, 2000; Espelage, Bosworth, & Simon, 2001).
Impact of culturally based medicine on patient decision-making
Published in Progress in Palliative Care, 2018
Dharam Persaud-Sharma, Sanaz Kashan, Aron Berkman, Tracy Romanello
Perhaps Step 2 – Language, is the most important step of this process. Language, word diction, connotation, and body language are an easily misinterpreted form of nonverbal communication. Thus, as a physician providing cross-cultural care, it is important to use universally neutral acceptable gestures like a smile – which demonstrates friendliness and is often perceived as being ‘welcoming’ to patients. Additionally, using simple words with reduced syllables helps to further reduce such miscommunication, especially for people who speak English as a second language. Soft toned voices are preferred, as opposed to loud harsher tones that can easily be confused for overbearing dominance. Softer toned, more introverted patients may not want to communicate with louder speaking medical providers because of intimidation.5 Head movements are not universal gestures. For example, South Asians utilize a head nod/shake to mean ‘I understand’ whereas the same head nod in different cultures means ‘No’.6