Chapter 13: Solving Problems and Influencing Positive Outcomes Flashcards
factors of the decision-making process
- Usually happens quickly
- Requires options
- Advantages vs. Disadvantages
4 Prioritization - Much like the nursing process
—a. implementation
—b. evaluation
Questions leading to problem-solving…
Is it important? (i.e., will it matter in days, weeks, months?)
Do I “own” the problem? (i.e., is it mine to resolve or someone else’s?”
Do I want to do something about it? (e.g., is it a priority?)
Am I qualified to handle it?
Do I have the authority to address the problem?
Do I want to do something about it? (e.g., do I have the knowledge, interest, time, and resources to address the problem?)
Can I delegate it to someone else?
What benefits will be gained from solving it?
if you decide the problem it worth time and effort move forward with caution:
Go and see
-observe the problem first hand
Frame the problem properly
-If the problem is the answer think again.
Think backwards
-Identify factors
-Root cause
Ask why.
-Five whys
components of fishbone diagram
problem at the head
manpower
materials needed to solve/led to problem
methods
machine (equipment)
Steps to Problem-Solving
prioritize - no multi-tasking
thoroughly identify
gather data
analyze data
develop solutions
select the solution
implement and evaluate
thoroughly identifying the problem
Quality outcome = targeting the root cause.
Time - allow enough
Symptoms vs. problem
Use the fishbone
gathering data
continuous and dynamic
objective data
subjective data (intuition)
should be valid, accurate, relevant timely.
allow access to those involved
analyzing data
analysis refines problem statement
helps distinguish symptom from actual problem
go back to the 5 whys
developing solutions to a problem
adjust black/white and either/or thinking
instead use strengths/weaknesses
solutions require critical thinking not preconception
avoid jumping to conclusions
channel a role model
stick with beliefs and values
how to select a solution to a problem
objectively weigh options
consider unintended consequences
evaluate cost-effectiveness, time, & legal/ethical considerations
rank possibilities
choose most feasible
implementing and evaluating solutions
strategize the roll-out (phases?)
-revision of policy
-education
-documentation
plan B
evaluation plan (how do we know it worked?)
gaining influence to problem solve
A learned skill that requires trusting relationships
-transactional influence
–top-down approach as directives - the way you do things
-transformational influence
–focused on encouragement of followers by leaders
Establish rapport and trust.
Be an active listener vs. transmitter of information
Demonstrate commitment to you team.
Be a role model and express appreciation.
Spend time
provide power tools to find meaning in work
Kanter’s structural empowerment theory
influence and empowerment from Kanter
Integrate goals and belief in ablilty
Facilitate
Coach
Mentor
Improves support of patients and families
mutual respect not necessarily friendship
collegiality
importance of Collegiality and Collaboration
Sense of unity
Value accomplishments of others
Expands the power base
Professional associations
Volunteerism
Shared governance, task forces, committees
Communicate desire for partnership and collaboration.
Be deserving of a place on the interdisciplinary team
signs of Professional Practice Image
The RN title carries influence
Our actions educate others of what a nurse is and should be.
Consider the use of first names only as unprofessional?
Professional behavior
–on time
–dressed appropriately
–speaking positively
Refer to doctors as physicians as others may have a doctoral degree.
Refrain from bullying and call it out
How to form a coalition
Coffee
Informal meeting
Open meetings of prof. group
Seek diversity
Share creative ideas
what are negotiations
Ask for more that wanted and accept less
Want radically different things but will compromise
Each side has something desired by the other
what is bargaining
Trade-off on schedule (a weekend for conference coverage)
Budget bargaining for staff benefit
Nurses meet with legislators
components of a successful negotiations
Understand both sides well
Speak to pros and cons without being defensive
How to Become Politically Astute
Be aware of policies that affect nurses.
Become a member of a professional organization
Go to “Nurses Day at the Legislature”
Develop personal power strategies.
This is our professional responsibility.
how to practice influence
establish rapport/communicate well
learning to network
build friendships/relationships
managing up
talk up the people around you. Say kind things of others
