· Foster open, face-to-face communication
a. Encourage staff to address issues directly and respectfully: If someone notices a task wasn’t completed, support them to speak to their colleague privately rather than writing about it in the book. Having an open dialogue helps clear up misunderstandings in a respectful and non-confrontational way.
b. Hold regular check-ins: Support aides from different shifts to hold brief, informal meetings to discuss any concerns or updates. These conversations can take place during shift changes, reducing the need to rely only on the communication book.
c. Provide training on constructive communication: Support staff to give feedback in a way that promotes problem-solving rather than blame. Focus on solutions rather than finger pointing and the importance of assuming positive intent.
· Agree on positive guidelines for the communication book
a. Establish ground rules: Engage staff to collectively create clear and positive guidelines for how to use the communication book. Emphasize problem-solving rather than criticizing or blaming others.
b. Focus on facts: When writing in the communication book, encourage staff to focus on neutral, factual information. Instead of blaming someone for not completing a task, write, “Mrs. Gill’s room still needs to be cleaned” or “Please remember to restock supplies.”
c. Share positive feedback: Encourage aides to leave notes recognizing the good work of their colleagues, e.g., “Thank you for restocking the supply cart last night—it made the morning shift run smoothly!” Positive reinforcement boosts morale and shifts the culture from blame to appreciation.
d. Celebrate small wins: Use the communication book to acknowledge when things go well, which can help create a more positive atmosphere, e.g., “Mr. Harris had a great morning thanks to everyone’s teamwork!”
· Create a collaborative problem-solving approach
a. Propose solutions, not just problems: When leaving notes about issues, staff should also suggest potential solutions, e.g., instead of “The incontinence supply cart wasn’t restocked,” a note could say, “The incontinence supply cart was low – let’s create a checklist to ensure it’s restocked after each shift.”
b. Encourage collaboration: Shift the focus from individual blame to collective responsibility. If a staff member sees a recurring issue, they can invite others to brainstorm solutions together, either in person or through a collaborative note. For example, “We’ve noticed the linens are running low often – any suggestions for improving our restocking process?”
· Practice empathy and assume positive intent
a. Promote understanding: Encourage staff to assume that their co-workers are doing their best, even when things aren’t perfect. Rather than assuming laziness or neglect,
remind staff about reframing their perspective to consider whether a colleague may have been overworked or missed a task unintentionally.
b. Encourage staff to check-in with one another: Have staff reach out to their co-worker to see if they need help, e.g., “Hey, I noticed this wasn’t done – do you need a hand finishing up?”
· Hold regular team meetings
a. Ongoing check-ins: Schedule regular team meetings to openly discuss concerns.
b. Acknowledge group efforts: Regularly recognize contributions, big or small as a way of fostering a team-oriented culture.
c. Reassess and adjust: Periodically reassess guidelines and communication methods to ensure they’re working. Ask staff for input on how the communication could be improved
