Providence I.C.U.

All too often, well-intentioned people in healthcare institutions choose not to speak up
when they’re concerned with behavior, decisions, or actions of a colleague. For example,
• A pharmacist receives a prescription that is clearly
incorrect but fills it anyway because the doctor has
been hostile when challenged in the past.
• A nurse quits reminding a colleague to put up the
safety rails on a child’s bed because she decides it’s
not her job to deal with her.
• An administrator is reluctant to drive quality
improvements in the hospital because some
doctors have been uncooperative with past
initiatives.
The Seven Crucial Conversations in Healthcare
David Maxfield, Joseph Grenny, Ron McMillan, Kerry Patterson, Al Switzler