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Dynamics of Health Care > chapter 14: teamwork and leadership > Flashcards

chapter 14: teamwork and leadership Flashcards

1
Q

What do ALL teams have in comon

A

made up of a group of individuals working towards a common goal

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2
Q

What are the 6 healthcare teams

A
  1. administrative
  2. medical emergency
  3. hospital patient care team
  4. physician’s office team
  5. dental office team
  6. outpatient care team
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3
Q

What is a team

A

two or more individuals organized to function cooperatively together

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4
Q

What does the organization of a team depend on

A

the purpose of the team

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5
Q

What three things do members of a team differ in

A

education
background
experiences

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6
Q

What are the two types of health care teams?

A
  • One-profession team

- Multidisciplinary team

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7
Q

Who oversees and organizes a one profession team

A

the team leader or coordinator

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8
Q

What is a good example of a one-person team

A 
nursing team
RN oversees 
- registered nurses
- licensed practical nurses
- licensed vocational nurses
- certified nursing assistants
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9
Q

What is a multidiscplinary team

A

cooperative group with members of different qualifications, skills, and areas of expertise

provide comprehensive care in healthcare

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10
Q

Describe a cardiac rehabilitation team members

A
  • cardiologist
  • rehabilitation nurse
  • clinical social worker
  • physical therapist + assistants
  • occupational therapist + assistants
  • registered dietitian
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11
Q

What are the four components of a team?

A

purpose
goals
member roles
functions

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12
Q

What are two questions to ask regarding a teams purpose

A

What is the reason for the team

What does it hope to accomplish?

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13
Q

What does a team purpose do for the team

A

guide all members in the right direction

determines how the team will develop

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14
Q

What is a healthcare teams general purpose

A

support and provide patient care

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15
Q

What must members of a team do to accomplish their goals

A

coordinate their actions
make decisions as a team
listen to opinions of all team members

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16
Q

What are the five general role of ANY team?

A

team leader
- define issues, set agenda, coordinate work

recorder/secretary
- record ideas and act as timekeeper

spokesperson
- maintain contact with others on behalf of group

resource
- provide knowledge and expertise on particular issues

implementer
- carry out specific activities determined by team

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17
Q

What are three roles that are based on personality?

A

reflector
- observes group process while participating in team activities to provide insight

optimist
- positive attitude to encourage others to find solutions

skeptic
- review ideas for potential problems

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18
Q

What are team functions

A

activities that the team members must carry out to meet the team’s goals

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19
Q

What does how well a team member performs their functions have a direct impact on

A
  • other members
  • team goals
  • patient’s care
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20
Q

What does effective teamwork depend on

A

open and honest communication
organizational resources
mutual support
understanding and recognizing the role and function of each team member

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21
Q

What are four criteria in preparing team meetings?

A
  • set meeting time and place in advance
  • choose a day and time when all members are available
  • schedule the meeting for the same day and time so they become a regular part of each member’s schedule
  • distribute an agenda prior to the meeting
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22
Q

What are 4 ways to promote good communication

A
  • listen with full attention
  • express ideas as clearly as possible
  • encourage feedback
  • avoid letting negative emotions cloud communication
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23
Q

What can poor communication lead to

A

mistakes

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24
Q

What is the complexity of communication based on

A

the more people involved in the communication process results in more complex communication

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25
Q

What is group dynamics

A

how individual group members relate to one another

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26
Q

What does a groups success depend on

A

contributions by all its team members

positive group dynamics

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27
Q

What are the seven characteristics of effective and ineffective groups

A
  • group identity
  • cohesiveness
  • communication
  • decision making
  • responsibility
  • leadership
  • power
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28
Q

Describe group identity (effective and ineffective)

A

EFFECTIVE: group members value the clearly defined goals

INEFFECTIVE: group goals are not of great importance

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29
Q

Describe cohesiveness (effective and ineffective)

A

EFFECTIVE: group members are committed and cooperative

INEFFECTIVE: group members feel alienated and work better alone

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30
Q

Describe communication (effective and ineffective)

A

EFFECTIVE: honest and direct communication with constructive criticism

INEFFECTIVE: limited and restricted communication and discussions

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31
Q

Describe decision making (effective and ineffective)

A

EFFECTIVE: problems are identified and appropriate problem solving methods are used

INEFFECTIVE: problems build without resolution

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32
Q

Describe responsibility (effective and ineffective)

A

EFFECTIVE: strong sense of responsibility

INEFFECTIVE: little responsibility

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33
Q

Describe leadership (effective and ineffective)

A

EFFECTIVE: effective style of leadership

INEFFECTIVE: ineffective leadership

34
Q

Describe power (effective and ineffective)

A

EFFECTIVE: of power are recognized and used appropriately

INEFFECTIVE: power is abused

35
Q

What is conflict

A

disagreement between team members that occurs when a variety of personalities are brought together on a team

36
Q

What do disputes reflect

A

passion that members feel for their vocation and team purpose

37
Q

What are the two sources of conflict

A

substance

personality differences

38
Q

How can substances be minimized

A

with open-mindedness and respectfulness

39
Q

Describe conflict in a healthcare team

A

healthcare teams require individual work leading to limited opportunities for communication –> results in distrust and suspicion

40
Q

What two things does unresolved conflict do

A

lower morale

threaten quality care

41
Q

What are the six problem solving steps

A 
Assess
Diagnosing
Creating a plan
Implementing a plan
Evaluating the plan 
Modifying the plan (if necessary)
42
Q

How can the team leader prevent conflict in meetings

A
  • encourage participation
  • communication
  • listening to opinions
43
Q

What is leadership

A

the ability to influence others while working towards a vision or a goal

44
Q

What can successful leaders do

A

direct or moivate those around them to work towards the same objective

45
Q

What three things must healthcare providers do to be come a good leader

A
  • understand the complexity of coordinated care
  • remain open to different povs
  • understand the interdependence of a health care team
46
Q

What does the power to influence a group depend on (2)

A

leadership style

skills

47
Q

What are the four basic leadership skills

A

communication

  • to form interpersonal relationships
  • to establish and reach goals
  • for personal and professional growth

problem-solving
- for analysis of ALL sides of a problem

management

  • recognize and foster unique talents and skills
  • for organization

self evaluation
- assess own effectiveness and accept criticism

48
Q

What is autocratic leadership

A
  • directive leadership

- assume complete control over group

49
Q

what words describe an autocratic leader

A

firm
self assured
dominating

50
Q

What is democratic leadership

A

= sense of equality between the leader and other participants with shared decision making

51
Q

What is Laissez-Faire leadership

A

non-directive leadership

  • hand power to the group members
  • encourage independent activity
52
Q

when is Laissez-faire leadership effective

A

when all team members are experts with a thorough understanding of subject

53
Q

Describe managers relative to leaders

A

leaders are not always managers

managers are always leaders

54
Q

What are the four functions of managers

A

planning
organizing
directing
controlling

55
Q

how do managers plan

A
  • identify problems and develop goals
  • develop strategies
  • plans should be contingent with financial and workforce constraint
56
Q

What four steps allow you to become a leader

A

identify your strengths
evaluate how you accomplish work
clarify your values
assume responsibility for relationships

57
Q

What textbook is transactional and transformational leadership based on

A
  • Johnson and Jackman’s Book on Leadership
58
Q

What is Leadership by James McGregor Burns based on?

A

five levels of Maslow’s Hierarchy of Needs

59
Q

What is a key trait of transactional leaders (think exchange)

A

exchange rewards and privileges for desirable outcomes

60
Q

What are the five levels of Maslows Hierarchy of needs

Which levels are transactional leaders concerned with

A 
self actualization
esteem
love and belongingness
safety 
physiological

the bottom three

  • love and belongingness
  • safety
  • physiological
61
Q

Who developed the transactional factors

A

Bernard Bass and Associates

62
Q

What are the two bases of transactional factors

A
  1. contingent reward
    - rewards for good performance
  2. management by exception
    - punishment or corrective action for not meeting standards
63
Q

Who are three notable transactional leaders

A

bill belichick of the patriots
- coined the expression “do your job”

magneto of the X men
- task oriented

sensei johnny lawrence from Cobra Kai
- organizes dojo based on maslows hierarchy

64
Q

relate transformational leadership and the hierarchy of needs

A

engage followers on ALL FIVE levels

65
Q

How do transformational leaders empower followers to feel good or use self esteem

A

reinforce inner feelings of competenence, respect, and self worth

provide external feedback and recognition that supports SELF ESSTEEM

66
Q

How do transformational leaders encourage self actualization

A

support them to become the best person they can become

67
Q

What are three examples of transformational leaders

A

Anne Hathaway from the Intern
- young CEO who invests in her aging intern

Professor X of the X-men

  • counter to Magneto
  • school for gifted youngsters

Sensei Daniel LaRusso from the Karate Kid
- worked at learnt from Miyago-Do Karate

68
Q

What are 5 key characteristics of transformational leaderships

A

creative

interactive

visionary

empowering

passionate

69
Q

What is the goal of transformation leadership

A

transform followers into leaders

70
Q

What are advantages of transactional leadership (5)

A
  • clear structure
  • achievable goals
  • leads to high performance
  • straightforward motivation
  • efficient
71
Q

What are disadvantages of transactional leadership (3)

A
  • inflexible and rigid
  • uninspiring
  • limited follower engagement
72
Q

What are advantages of transformational leadership (3)

A
  • taps into higher level needs and personal motivation
  • empowers and develops WHOLE person
  • amazing results
73
Q

What are disadvantages of transformational leadership

A
  • complex and blurry collection of attributes
  • not trainable sometimes
  • charisma may be abused
74
Q

What healthcare team was described in the textbook? What professionals are involved (7)

A

St. Elizabeth Diabetic Education Team

  1. registered nurse
  2. dietician
  3. physician
  4. optometrist
  5. occupational therapist
  6. pharmacist
  7. patient educator
75
Q

What task does the St. Elizabeth Diabetes Education have

A

to research and approve the purchase of a new style of blood glucose meter to be used in the hospital

have to choose between 12 meters

76
Q

How many times does the. St. Elizabeth team meet? What do they discuss

A

2 times a sweek

  • test the product
  • discuss the product
  • debate the pros and cons of the product
77
Q

who is the team leader of the St. Elizabeth team

A

the patient educator

78
Q

What problems are going on with the St.Elizabeth team

A
  • pharmacist is at least 10 minutes late every meeting
  • dietiician is on a phone call every meeting
  • patient educator ignores disruptive behaviors
  • registered nurse told off-color joke that offended the optometrist (are not on speaking terms)
79
Q

How many meters were narrowed done?

A

3

80
Q

When did the patient educator hold a meeting

A

the next morning

two members were not in the office and could not attend

81
Q

What happened during the final meeting

A
  • pharmacist was half an hour late
  • dietitian was on the phone
  • team members debated the entire time

registered nurse said she approved 1 METER
- Optometrist said she would NEVER approve that one

unable to reach a consensus decision

Dynamics of Health Care (21 decks)

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