431 - Emotional Intelligence of the Surgical Technologist

exhibit appropriate professional behavior in any given situ- ation; able to work in collaboration with each other; abide ethical principles and have a thorough understanding of the differences in culture, opinions, feelings and various ways of doing things; and get along despite of their personal dif- ferences, whether in the role of a surgical technologist, cir- culating nurse, surgeon or anesthesiologist, etc. In order for them to act productively, they must appreciate that personal- ity traits and behavioral factors that play a significant role in the functionality of the work environment. E I I N T H E R O L E O F T H E S U R G I C A L T E C H N O L O G I S T Why emotional intelligence is needed in the role of a surgical technologist Dealing with different personalities is particularly a job in itself. Emotions are usually stirred up during social interactions within the operating room. Frustration, irrita- tion and disappointment are common feelings that deter an individual’s ability to work as part of a team. Despite how well-trained surgical technologists are, oftentimes they find themselves caught in the midst of unexpected unpleasant situations, personality issues, lack of respect, disagreements, rivalry, antagonistic team members, emotional burnout, ver- bal abuse, bullying, and other conflicting behaviors. CSTs must display excellent work performance through- out the entire surgical process, as well as maintain profes- sionalism, focus and effective communication with other team members regardless of personal issues. To cope with the natural challenges of this profession, EI components of self-awareness, self-regulation, empathy, and effective social skills are greatly needed. Otherwise, CSTs would not be able to interact with each other appropriately, nor deliver the utmost patient care. How to increase emotional intelligence skills in the role of sur- gical technology? Any experienced CST knows that the outcome of surgery rests not only in his or her surgical knowledge and skills, but also in the CST’s character and ability to keep calm regardless of how they feel. Given the nature of teamwork, the most basic building blocks seem to be discipline, empa- thy, tolerance, collaboration, solidarity, flexibility, focusing on team efforts, problem solving, effective communica- tion, trust, interpersonal and social skills. The downside of working with different people is that people often run into problems due to differences of opinion, rivalry, negative atti- tudes, greed, betrayal and discouragement. Understanding that teamwork is unnatural in human behavior takes one to intentionally implement strategies to improve emotional intelligence skills and learn to take control over negative situations in order to work well with others. It is imperative to learn that emotional intelligence is not just the ability to suppress emotions, but an intentional attitude that requires a more systematic approach when connecting with other human beings. Daniel Goleman published in 1998 his research “EI- Based Theory of Performance,” where he identified four multidimensional domains that reflect specific competences an individual must contemplate to exceedingly master emo- tional intelligence skills: Emotional self-awareness is key to teamwork develop- ment and a necessary skill to handling stress. Self-aware- ness acts as a mirror giving one the ability to recognize, comprehend, interpret, articulate and reflect on one’s own feelings. Individuals with a deep understanding of one’s emotions, strengths, and weakness tend to be mindful of one’s own triggers and effects, are more confident in making decisions, have higher self-appraisal and personal growth. Goleman stated that individuals who exhibit high levels of emotional awareness and ponder on their feelings tend to be more conscious of their actions and are more adaptable and trustworthy, which in return improves social interac- tion skills and relationship management. Self-awareness can be developed through self-reflection and with additional ongoing feedback from people’s opinion who one trusts. The more accurately individuals are able to identify and monitor their emotions, the sooner they can improve handling themselves under stress. Becoming more aware of one’s emotions is a skill that requires the intention to modify one’s thought process to alter behavior. Conse- quently, as an alternative of reacting or making decisions impulsively following one’s feelings, whether out of anger or happiness, individuals will have to teach themselves to rise above their emotional states to maintain a productive and beneficial outcome for the team and the patient. Self-management is the ability to regulate and monitor one’s emotional distress such as fear, anxiety, anger, impul- sivity, pain, suffering, etc. Once an individual is aware of their feelings, the next step is taking self-control. By doing this, individuals learn to deescalate or step away from a dis- pute, act in proportion of the circumstance, assess and ratio- nalize one’s response or action, and initiate responsibility and effective communication. NOVEMBER 2019 | The Surgical Technologist | 521