HOW I MASTERED THE POSITION OF CONFLICTOLOGIST Author’s program on conflictology (Silaeva T.N. medical psychologist) It is no secret that in modern society at all levels of social relationships, both horizontally and vertically: in the workplace, within the family , in public institutions. The reason for the relevance of conflict-free relationships is the increase in psychosomatic diseases, especially depression and depressive states that are based on stressful situations. Due to a lack of basic knowledge of psychology, mechanisms of relationships and the effects of perceptions, the population loses its health, finds itself in artificially inflated stressful situations, and writes complaints to all authorities, including doctors at clinics. For example, according to research by the insurance company AKBARS, the cause of most complaints, in particular against doctors, is their “unsatisfactory” treatment of patients within the walls of the clinic. Psychologists understand that neither doctors nor patients are to blame, since every person with an adequate psyche wants the same thing: safety, health, happiness, material well-being for themselves and their loved ones. Only different people act differently, as best they can and are able to, due to heredity and the environment of their upbringing. The main reason for incorrect relationships leading to conflicts is a lack of knowledge, skills and abilities. That is why in the Russian Federation the issue of preserving the health of the population, improving the quality of medical care and reducing conflict situations (as a consequence of complaints against doctors and specialists in the service sector of social institutions) has become especially acute. That is why the question arose about training conflict specialists and introducing them into the staffing schedule of kindergartens, schools, social institutions and medical institutions. So, I was hired at a city somatic clinic as a medical psychologist, setting the task to reduce conflict and complaints from the population against doctors to higher authorities within 4 months. Management had no idea what the work of a conflict specialist was. The professional duties of a conflict specialist were limited to the question of the head physician: “Do you think you can reduce conflict?” After thinking, he added: “For 4 months.” I answered with complete confidence: “If I tell you that I can, will you believe me?” To my surprise, the head physician said without a doubt: “Why not? I will believe...” Since then, I have not received any direct instructions or orders regarding my work, but indirect ones, of course, have taken place. I was prepared in advance for different perceptions of my activities by a large team of certified specialists - doctors and medical staff, due to the different individuality of each, different level of information training, degree of motivation, readiness or not readiness to develop, depending on the formed values ​​of the individual. I realized that it is necessary to work in at least 2 directions: doctors and patients (and their families, who are involved in conflict situations). I naively believed that it was more problematic to work with patients who were disconnected. My actions were as follows. For patients and their relatives, I prepared 2 information stands: 1st stand (on the floor where therapists see and where dissatisfaction is most expressed, due to queues and other reasons) gave patients information about the nature of the conflict, the causes , consequences, ways out of conflict situations. I hung the 2nd stand on the 1st floor next to my office with information about somatic diseases, causes, an explanation of the professionalism of a psychologist (psychotherapist), for example, information on how to distinguish a professional from a non-professional. I placed it in all crowded places ( on 5 floors) that: 3. Announcement “ANNOUNCEMENT DEAR FELLOW CITIZENS! FOR YOUR CONVENIENCE AND TO PRESERVE YOUR HEALTH, WE SUGGEST YOU TO REMOVE THE IRRITATION YOU HAVE ACCUMULATED IN A DAY, IN A WEEK, IN A YEAR...IN THE FOLLOWINGIN A WAY CONVENIENT FOR YOU, NAMELY: ON THE GROUND FLOOR, NEXT TO THE CONFLICTOLOGIST’S OFFICE, A HANGING BOXING BAG. KICK IT! KICK HER! KICK HER! IMAGINE YOU KICKING YOUR ATTENDANTS! THROW YOUR PAIN ONTO THE PEAR! Let off some steam! HEAL YOURSELF WITHOUT HARMING OTHERS! HAPPY RIDING FROM NEGATIVITY! REMEMBER: UNFAIR CRITICISM IS A HIDDEN COMPLIMENTMedical staff of the clinic"4 Announcement Dear patients! EXCLUSIVELY for YOUR convenience, a conflict specialist works in the clinic. The AU has a wonderful opportunity to free itself from accumulated irritation and let off steam with a conflict specialist. We hope for your careful attitude towards your health! Conflictologist Tatyana Silaeva: office 116/5 This is how work with patients began... With doctors, the situation was more complicated... There are many of them, and I am alone, as in the case of working with patients. But!!! Patients came to me on their own, but doctors rarely asked for help. The reasons, obviously, were lack of time, lack of faith in the possibilities of psychology, habitual behavior, laziness, etc. rumors. Before conducting group classes, I drew up a plan “Model for working with conflicts in a clinic” (Appendix 1). Based on the plan, I decided to conduct group classes. First, I conducted these classes for doctors during the planning meeting, and for nurses during the nursing class. hours. I was given 30 minutes to conduct classes, once a week. Then I received an offer to conduct classes separately in departments, and some doctors wanted to conduct classes together with nurses, and others separately. Attention, the head physician supported me. understandable, since the request came from him. However, I noticed that some did not realize about the “chief’s” request and explained my activity to themselves as follows: she wants to stand out, intends to take someone else’s place, is shirking work, does not know how to consult with people. patients, etc. By the way, I, naturally, worked with patients as a psychologist-psychotherapist (on the board about information about specialists’ work schedules, I was called a psychotherapist). Since the doctors have a busy work schedule, it turned out that I had classes with them at lunchtime, often during my own time too). So I made a schedule of group classes, agreed on it and put it into practice. Classes were held directly in the departments. So, running from floor to floor, I worked for 4 months. All this time passed “on the takeoff”, with some members getting into the air pockets of discontent. Personally, dissatisfaction with the classes being conducted was not expressed to me, but was conveyed through a colleague-psychologist with a request to stop classes due to an uncomfortable feeling in front of the group. Compensation was more numerous face-to-face gratitude for the benefit, interest and help. In group classes, we informationally, preventively and practically worked out the “Algorithm for the behavior of doctors in conflict situations” through role-playing, replacing roles when group members presented real industrial conflict situations. I also used communication exercises in group classes, introduced information topics on personal development and goal achievement, self-love, etc. I adapted all the exercises to our medical theme. Here is this algorithm: Algorithm of actions of medical staff in a conflict situation: YOUR ACTIONS IN A CONFLICT SITUATION REMEMBER: CONFLICTS TAKE OUR STRENGTH 1. Let the person speak - let off steam without interrupting (he does not hear you when he screams).2. Amortization listening technique: “Do I understand you correctly that you wanted such and such?”3. Show your willingness to help and say about it: “I am ready to do for you...”4. Don’t say “BUT” and “No”: “I’m ready to do this and let’s see what can be done, how we can do it, depending on (the situation, time, opportunities, etc.)…”5. It's theirs(screaming, aggressive) problems (illness, education, psyche, emotions, moods) - we are not the cause, they do not scold us, they do not shout at us (these are economic and political reasons).6. Talk not about the person, but about his behavior “Your actions.. when you scream (chall..).”7. Talk about your feelings “When you scream (swear), I feel offended...”8. Use polite words more often.9. Remember that the patient is a guest. The clinic is our home.10. Pretend to be the person you are communicating with (wear his clothes, his shoes, put on his skin - fit into it).11. Every day tell yourself “I WILL CAN CANDLE” (at night, when the brain is in a state of pre-hypnosis - alpha wave level).12. Remember - unfair criticism is a hidden compliment! After 4 months... At a professional celebration of the day of a medical worker, I was surprised to hear from my management in an informal setting that senior management was surprised by the sharp decrease in complaints to higher authorities from patients assigned to our clinic. Literally, at one of the meetings “at the top”, our management was asked a question; How did you achieve this? “Nashi” modestly replied that it was a secret. I don't understand why it's a secret. And what do you think? Appendix 1 To the head physician_____ MODEL FOR WORKING WITH CONFLICTS IN THE POLYCLINIC I. Purpose of the work: optimization of conflicts in the clinic II. Subject: conflictsIII. Object: - Medical staff - Patients - Relatives of patients IV. Directions of work: 1. Conflict prevention: - informational influence (theory) - practical training (practice) 2. Working with conflicts: - elimination of conflicts - informational influence (theory) - practical training (practice) V. Methods of influence: - group - individual - family VI. Teaching aids:-1. Psychological: - cognitive-behavioral - role-playing - situational games VII. Means of psychocorrection: - behavioral - psychoanalysis - RTP method - cognitive VIII. Socio-psychological methods: - conversation - questioning - interviews - discussions - psychodiagnostics VIII. Medical methods: 1. Study of the patient's medical history 2. Study and diagnosis of mental processes: - consciousness - thinking - memory - attention - perception - oral speech - behavior - emotional background and mood X. The work of a conflict specialist by methods of observation, study and diagnosis: - aggressiveness - accentuation - conflict - tolerance - self-control - marital relationships - stress resistance - anxiety - level of burnout XI, Methods of work of a conflict specialist: - lectures - conversations - practical group classes - electronic testing - practical group classes - practical individual exercises XII. Place and means of work: - psychologist's office - assembly hall - public places in the clinic - medical staff offices XIII. SUPPORTING MATERIAL: - a punching bag in the foyer of the clinic on the 1st floor - exclusively for the purpose of normalizing anxiety and increasing stress resistance of patients, which undoubtedly allows them to improve their health - a punching bag in the conflict specialist's office - announcements about the location of the punching bag - an announcement about the purpose of the specialist's work -conflictologist in the interests of citizens. XIV. LECTURES FOR MEDICAL STAFF: - The nature of conflict - the nature of stress, the harm of stressful situations - anxiety - psychosomatic diseases - localization of the brain in the light of conflicts - conflict prevention. Ways and methods of prevention - rules of conversation - politeness,)