Running Head: Professional Communication 1

Running Head: PROFESSIONAL COMMUNICATION
Professional Communication and Leadership in Healthcare
Name of Student
Name of Institution
Date
PROFESSIONAL COMMUNICATION 2
Professional Communication and Leadership in Healthcare
A. Situation Description
The conflict entailed prioritizing tasks while attending to patients. My patient was very
emotional, and I attempted to help him out through consolation. However, my co-worker needed
a helping hand in handling another very urgent patient. He was mad at me for straying from my
responsibilities and compromising with the situation of the patient. In this context, I regressed
from my duty, and he was right to call me out.
Realized that things were going south during the conversation when he rained his tone. I
hate people raising their voices at me, and I felt offended for that reason. He is my buddy, and
we usually do a lot of stuff together. However, in this particular scenario, he seemed different
and agitated (Touhidul & Sorooshian, 2019). When I observed this, I realized things were not
okay, and I moved quickly to calm him down.
I reacted in a manner that the disagreement could not escalate into a physical
confrontation. I usually like maintaining a cool head, something that works for me most of the
time. However, I do not like someone raising their voice at me. So when he shouted, I felt
offended. At that very time, I could not figure out what he was up to until he explained himself
out.
I understood his frustrations, and I was determined to ensure that the misunderstanding did not
escalate. I explained my situation with the patient to him, and we buried the hatchet. It was a
small altercation, but it served to remind me of the importance of sticking to my lane. It is part of
our work to be strict with our obligations.
B. The Conversation Meter.

I was at the sincerity level while he was on the authenticity level. I was sincere with him that
it is difficult to see patients suffer and leave them there, knowing there is no one to help them. I
wanted to make him understand the situation I was caught in. He was authentic in whatever he
was telling me. He also wanted me to understand the importance of being true to the code of
conduct.
Feelings were the most apparent evidence that I was at the sincerity stage. For instance, I
knew that I was morally right in what I did, but in terms of the ethics of practice, I was wrong.
However much I was sincere; I was afraid of the implications of my actions. For him, he wanted
his point known that it was a fact no healthcare giver should compromise with the patients. That
is why I felt offended, but he felt confident about what he was doing at the moment.
Tone also was a strong indication that nobody was okay with the situation. He raised his
voice, meaning that he was not content with what I had done. I also retaliated unpleasantly. This
tone variation from the standard set up was an indication that indeed there was a confrontation.
Prioritization of tasks formed the point of disagreement. He felt I prioritized a wrong
assignment (Touhidul & Sorooshian, 2019). According to him, healthcare givers are supposed to
stick to their ethics of practice. Since I took the time to console the patient who was going
through a tough time emotionally, he felt it was not my duty to do that. I also thought it was okay
to help them overcome the rough patch. This conflict is conventional in the course of healthcare
provision. But at the same time, it is normal. It served to remind me of the fact that we are not
allowed to compromise with the patients as that will jeopardize our work.
C. Applying the conversation meter.
In an ideal situation, I would have reasoned with him. I knew he was right, but I found it
difficult to accept that fact. If I were to be authentic, we perhaps could have avoided this whole
confrontation. For instance, he could have just reminded me of my duties while I promptly
accepted that failure to follow the code of conduct.
Moving up the conversation meter will increase the value of the conversation, meaning that
we could have engaged in productive talks (Touhidul & Sorooshian, 2019). We could have
agreed on so many things. The talk could have been positive and correctional and not
confrontation as it was the case here. In a hospital set up, the ideal situation is employees
working together to achieve better results in the form of excellent services. I believe such a shift
could have resulted in better conversational outcomes.
Active listening needs.
This element is essential in creating value in the conversation. Ideally, a discussion
should be about two people exchanging idea and not a shouting match. Thus I would incorporate
active listening skills to make it even more productive. The first idea I could implement will be
to listen more to what my colleague is saying.
That way, I will reduce being emotional and listen to the sense he is speaking. At the
same time, I will be formulating my responses depending on the information he gives out.
More listening will also give him the chance to put his point across. I would also avoid prejudice.
Looking down on our partners during conversations is toxic to active listening. I will consider
their opinion as just as necessary.
The aim here could be to help each other understand how we can work better. I would
also promote other ideas that encourage active listening. In the process, I will keep off all items
that will disturb my attention (Touhidul & Sorooshian, 2019). Chief to the productivity of this
conversation will be ensuring that we exchange ideas for a better service to the clientele.
The conversation will be ideal for both us to understand our duties, where we can help
and where it is not possible. Accuracy and authenticity have enabled me to understand the
importance of sticking to the facts when arguing. Also, they made me appreciate the fact that
conversations are for sharing knowledge and not a contest that someone should win. As an active
participant in the discussion, I now know that I should put my ideas across as long as I am
convinced that I am right (Bos et al. 2019). This is an opportunity to learn from others.
Are supposed to be platforms for exchanging ideas on how we can be better in what we
do. In this regard, these two elements have helped me to become a good debater on matters
affecting my work. Active listening skills and turn-taking are the compasses that guide my
actions at all times.

References
Bos, A. S., Pizzato, M., Ferreira, V. A., Schein, M., Zaro, M. A., & Tarouco, L. (2019). The
Impact of Effective Communication between Users in 3D Collaborative Virtual
Environments: the conversational agent use case. International Journal of Advanced
Engineering Research and Science, 6(8).
Touhidul, I. A., & Sorooshian, S. (2019). Balancing for an effective communication in
organizations. Science and engineering ethics, 25(5), 1605-1607.

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Running Head: PROFESSIONAL COMMUNICATION

Professional Communication and Leadership in Healthcare

Professional Communication and Leadership in Healthcare

from my duty, and he was right to call me out.

okay, and I moved quickly to calm him down.

our work to be strict with our obligations.

B. The Conversation Meter.

Prioritization of tasks formed the point of disagreement. He felt I prioritized a wrong

C. Applying the conversation meter.

accepted that failure to follow the code of conduct.

could have resulted in better conversational outcomes.

Active listening needs.

This element is essential in creating value in the conversation. Ideally, a discussion

to listen more to what my colleague is saying.

their opinion as just as necessary.

actions at all times.

Impact of Effective Communication between Users in 3D Collaborative Virtual

Environments: the conversational agent use case. International Journal of Advanced

Engineering Research and Science, 6(8).

Touhidul, I. A., & Sorooshian, S. (2019). Balancing for an effective communication in

organizations. Science and engineering ethics, 25(5), 1605-1607.

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