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
