Clohisy Denis R, Yaszemski Michael J, Lipman Joanne
1Department of Orthopaedic Surgery, University of Minnesota, Minneapolis, Minnesota 2Department of Orthopedic Surgery, Mayo Clinic, Rochester, Minnesota 3Gannett Co., Inc., McLean, Virginia.
J Bone Joint Surg Am. 2017 Jun 21;99(12):e60. doi: 10.2106/JBJS.16.00792.
The current workforce in the United States is rapidly changing and is increasingly inclusive of individuals from a broad range of ages, ethnicities, and cultural backgrounds. Engaging and leading a diverse workforce creates great opportunities for innovation and adaptation in our evolving medical economic and clinical care delivery environment. For optimal engagement of employees and partners, orthopaedic surgeons must develop the necessary skills for executing change inside complex organizations and across teams composed of a variety of providers and skilled workers. Important skills include leadership, effective communication, and negotiation within an ever-changing employee milieu. Understanding generalizable differences between age-based generations can increase the effectiveness of one's strategies to execute change and increase organizational performance. One of the greatest impediments to effective communication and negotiations that all leaders face is unconscious bias. For leaders, even the tiniest unconscious biases have an outsized impact. Common domains that harbor unconscious bias include sex, race, and ethnicity. Addressing unconscious bias begins with developing awareness and then deploying various tactics that might include equity in compensation, promotion, and "being heard." Effective negotiation skills also are essential to lead a diverse workforce and develop a successful organization. The most basic goal in any negotiation should be to establish a relationship (or deepen an existing relationship) while seeking an agreement that provides win-win opportunities for all parties. To effectively achieve a win-win scenario, leaders must recognize and address their tendency to interpret others' behaviors, values, and beliefs through the lens of their own beliefs and experiences. Finally, and fortunately, there is a set of leader attributes that transcends the generational differences and diversity that is encountered in the workplace. These attributes include integrity, credibility, effective listening, having a vision of your destination, fairness, humility, and caring.
美国目前的劳动力队伍正在迅速变化，越来越包容来自广泛年龄、种族和文化背景的个人。在我们不断发展的医疗经济和临床护理提供环境中，吸引和领导多元化的劳动力队伍为创新和适应创造了巨大机会。为了使员工和合作伙伴达到最佳参与度，骨科医生必须培养在复杂组织内部以及由各种提供者和技术工人组成的团队中推动变革所需的技能。重要技能包括领导力、有效沟通以及在不断变化的员工环境中的谈判能力。了解不同年龄代际之间的普遍差异可以提高个人推动变革战略的有效性，并提升组织绩效。所有领导者在有效沟通和谈判中面临的最大障碍之一是无意识偏见。对于领导者来说，即使是最微小的无意识偏见也会产生巨大影响。存在无意识偏见的常见领域包括性别、种族和民族。解决无意识偏见首先要提高意识，然后采用各种策略，可能包括薪酬、晋升方面的公平以及“被倾听”。有效的谈判技巧对于领导多元化的劳动力队伍和发展成功的组织也至关重要。任何谈判中最基本的目标应该是建立关系（或加深现有关系），同时寻求为所有各方提供双赢机会的协议。为了有效地实现双赢局面，领导者必须认识到并克服他们倾向于通过自己的信念和经验来解读他人行为、价值观和信仰的倾向。最后，幸运的是，有一组领导者特质超越了职场中遇到的代际差异和多样性。这些特质包括正直、信誉、有效倾听、有目标愿景、公平、谦逊和关怀。
