2.4.b Culture of Dialogue

Initiatives that actively and consciously foster trusting and mutually respectful relationships might create positive feedback loops into the system that alter the fractal structure of existing organizations. This may create a ‘‘tipping point’’ that moves an organization from one of negative feedback and self-perpetuating distrust between professional groups to one where positive feedback and mutual appreciation is the norm.

- Downe, Finlayson, & Fleming, 2010 (13)

“…without good-quality relationships, the tapestry of maternity care is compromised and weakened and it is highly unlikely that any new interventions, policies or systems will be effective or sustainable, or that high-quality care will be provided. We urgently need to pay real attention to the significance of relationships, and consider how best these can be developed, nurtured and sustained.”

- Hunter et al., 2008, p. 136 (14)

In Mee and Alang’s case, the interprofessional team used a number of routine communication strategies to openly discuss clinical care and team processes. In Geeta’s case, the team followed routine processes to facilitate clarity and communication about each person’s role in care. Both of these cases demonstrate that communication skills are based on a willingness to listen and to be heard.

A culture of dialogue is created when people who work together make concerted efforts towards having open flows of respectful communication.  Relationships are built and mutual trust is gained by consistently seeking input, giving and receiving feedback, and sharing the decision making process with the interprofessional team. Regularly using communication tools like SBAR, verbal handovers, debriefs and feedback foster a culture of open dialogue and can improve outcomes for clients.