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NURS 4520: IPC > Class 5 > Flashcards

Class 5 Flashcards

1
Q

what key concepts are found in Drinka’s article? (2)

A
  • the essential elements of interprofessional knowledge leadership
  • types of leaders
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2
Q

according to Drinka, what are the essential elements of interprofessional leadership (6)

A
  • environment
  • situation
  • leaders (formal and informal)
  • team members (followers, peers)
  • power
  • communication
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3
Q

according to Drinka, interprofessional (IP) leadership should be viewed as…

A
  • a system rather than a set of qualities one person possesses
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4
Q

describe the essential element of Environment r/t Drinka’s article (13)

A

includes:
- social structure
- roles
- physical setting
- organization
- structures for communication
- history
- team culture
- politics
- phase of member/team development
- interest & availability of staff members
- reliability of technology
- interactions within & outside work
- internal or external backdrop for the IPC team

all things which impact leadership

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5
Q

according to Drinka, who is considered a formal leader?

A
  • someone given a designated title by the organization or team
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6
Q

according to Drinka, who is an informal leader

A
  • anyone who moves the work of the team forward
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7
Q

according to Drinka, who is a non-leader

A
  • someone who refuses to assume any leadership
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8
Q

according to Drinka, some teams work best w ______ r/t leaders

A
  • several informal and formal leaders
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9
Q

describe the following of formal leaders by the team according to Drinka

A
  • at times, the formal leader of the group is not followed by the majority –> people will follow a more appropriate informal leader
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10
Q

according to Drinka, the essential element of Situation refers to?

A
  • the tasks at hand that require a team’s attention
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11
Q

according to Drinka, the situations may be… (4)

A
  • complex/simple
  • normal/abnormal
  • straightforward/ambiguous
  • high/low stress
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12
Q

according to Drinka, the nature of the Situation should dicate ____

A

who takes the lead

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13
Q

according to Drinka, team members have the role of…

A
  • accepting or rejecting leadership
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14
Q

according to Drinka, what should be continuously assessed r/t team members

A
  • whether leaders are performing necessary tasks
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15
Q

according to Drinka, leadership is related to…

A
  • social power
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16
Q

according to Drinka, what are major sources of power with IP leadership (6)? which of these become less important over time?

A
  • commitment
  • professional knowledge
  • energy
  • organizational skills
  • ability & willingness to teach & learn
  • charisma –> becomes less imp over time
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17
Q

describe the essential element of Communication r/t Drinka’s article

A
  • each member of the team is responsible to ensure his or her communications are being received & understood by other team members
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18
Q

according to Drinka, what are different types of leaders/why individuals might assume professional leadership? (5)

A
  • prior experience/training
  • natural leaders
  • reluctant leaders
  • now you see them, now you dont
  • resentment of the physician as leader
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19
Q

describe the relationship between prior experience/training and assuming leadership according to Drinka (2)

A
  • may be a factor in why some people are willing to lead
  • feel that their experience has prepared them to take the lead
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20
Q

describe the relationship between natural leaders and assuming leadership according to Drinka

A
  • people may be perceived as natural leaders by the team and appointed regardless of experience
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21
Q

describe the relationship between reluctant leaders and assuming leadership according to Drinka (2)

A
  • chosen by team despite not feeling ready
  • may comply w consensus as they feel obligated or refuse the responsibility
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22
Q

describe the relationship between “Now you see them, now you don’t” leaders and assuming leadership according to Drinka (3)

A
  • people who withdraw from leadership for temporary (ex. maternity leave) or permanent reasons
  • team may not view them as a leader if gone too much
  • some people have a hard time withdrawing from leadership as they fear they will be less powerful/respected on their return
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23
Q

according to Drinka, what are some reasons that people may avoid leadership? (2)

A
  • feel like leaders are disliked
  • waiting to see who else might want to step up
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24
Q

according to Suter, what are 2 core competencies for effective collaboration practice?

A
  • role understanding & appreciation of other roles
  • and communiciation
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25
Q

according to Suter, what is included under the competency of “role understanding & appreciation of other roles” (2)

A
  • recognizing the value & expertise of other professionals for pt care
  • realization that no single discipline can meet all of a pt’s needs drives a desire to collaborate
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26
Q

according to Suter, challenges surrounding how to work as an IPC team most centre around…

A
  • lack of understanding of IP roles & responsibilities
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27
Q

according to Suter, overlap in the scope of certain professionals may cause individuals to become… (2)

A
  • more protective of things in their scope
  • show resistance to collaboration
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28
Q

according to Suter, role blurring creates…

A
  • risk for conflict and burnout
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29
Q

according to Suter, role blurring requires ______ to resolve (3)

A
  • strong leadership
  • defining clear boundaries
  • demarcating individual contributions
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30
Q

according to Suter, focusing on _____ can help reduce IPC conflicts

A
  • a pt’s needs
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31
Q

according to Suter, IPC teams should strike a balance between … (2)

A
  • interdependence
  • and professional autonomy
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32
Q

according to Suter, diverse professional cultures can reinforce…

A
  • a professional differentiation –> can make it hard to work together (think of each profession as a clique)
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33
Q

according to Suter, diverse professional cultures can reinforce…

A
  • a professional differentiation –> can make it hard to work together (think of each profession as a clique)
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34
Q

according to Suter, the core competency of communication includes….

A
  • formal &
  • informal communication
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35
Q

according to Suter, the core competency of communication includes….

A
  • formal &
  • informal communication
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36
Q

according to Suter, communication is the key to.. (2)

A
  • collaborative pt centered care
  • care coordination
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37
Q

according to Suter, what can occur as a result of poor role communication?

A
  • role confusion
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38
Q

according to Suter, what is important with communication in IPC teams?

A
  • avoid using professional jargon
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39
Q

according to Suter, what is a key way to improve communication on IPC teams?

A
  • team rounds
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40
Q

according to Suter, what are valuable traits of good communication

A
  • building trusting relationships
  • having a desire for continiuous learning and reflection
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41
Q

according to Suter, teams should reach a consensus on _____, and present a ____ when communicating w pts and families

A
  • reach a consensus on the care process
  • present a unified opinion
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42
Q

what key concepts are identified in Varpio’s article? (2)

A
  • knotworking
  • followship
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43
Q

according to Varpio, knotworking is defined as…

A
  • a rapidly pushing, distributed, and partially improvised orchestration of collaborative performance between otherwise loosely connected actors and activity systems
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44
Q

according to Varpio, followership is described as…

A
  • the concept that both leaders & followers are recognized as agents w power in collaborative teams
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45
Q

describe leadership r/t Varpio’s article

A
  • given the complexity of IPC, it is unrealistics to expect a team to unfailingly follow a single predetermined leader
  • leadership should be distributed across a team, w individual professions taking the lead when their expertise is needed
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46
Q

according to Varpio, what theory is affiliated w the concept of knotworking

A

cultural historic activity theory (CHAT)

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47
Q

describe CHAT according to Varpio

A
  • CHAT-informed research supports socially, materially, and historically informed analyses of human activities involved in IPC practices
  • it allows scholars to study how tensions, contraindications, and alignments exist within individual activity systems and between these activitity systems
  • framework which helps to understand and analyse the relationship between the human mind (what people think and feel) and activity (what people do)
48
Q

according to Varpio, we should visualize knotworking as…

A
  • the contributions from each member involved in pt care weaving together to form a theoretical know
49
Q

according to Varpio, what is the most difficult element of knotworking

A
  • sharing control –> can destabilize hierarchies/tradition
50
Q

according to Varpio, successful knotworking relies on.. (3)

A
  • collaborators understanding each other quickly
  • coordinating efforts seamlessly
  • sharing control of situations fluidly
51
Q

according to Varpio, team activities in knotworking involve 3 different dimensions:

A
  1. social-spatial
  2. temporal
  3. moral-ideological
52
Q

describe the social-spatial dimension of team activities according to Varpio

A
  • focuses on the relationships between individuals at a certain point in time
  • the social-spatial relationships on any given ward change according to the types of people there & the challenges they collectively face
    ex. nurse to pt, nurse to nurse, IPC
53
Q

describe the temporal dimension of team activities according to Varpio

A
  • focuses on the successive steps required to achieve a pt care goal
54
Q

describe the moral-ideological dimension of team activities according to Varpio (2)

A
  • focuses on the relationship of power, control, responsibility, and trust
  • examines team leadership across time
55
Q

according to Varpio, collaboration occurs over…. why?

A
  • mutliple shifts and over widely distributed spaces
    ex. ER –> ward –> OR
  • bc IPC teams are constantly having members leaving/joining (ex. people quitting, diff shifts)
56
Q

according to Varpio, knotworking establishes …

A
  • that there is no single team leader
57
Q

according to Varpio, followership is the concept that …

A
  • both leaders & followers are recognizing as agents w power in collaborative teams
  • followers should influence the leadership progress and vice versa
58
Q

according to Varpio, followers in followership should not be .. rasther they should …

A
  • submissive or passive
  • should influence, guide, and purposefully engage in team interactions
59
Q

according to Varpio, responsibilities and actions in an IPC team are _______ with followership

A
  • balanced between leaders & followers
60
Q

according to Varpio, followership skills enable individuals to..

A
  • work w the leader to advance the goals, vision, and behaviors essential for both work unit & organizational success
61
Q

according to Varpio, with followership leaders should be able to…

A
  • easily flex into follower positions
62
Q

what key concepts are found in the WRHA article on Role Clarification (2)

A
  • role clarification involves being able to describe one’s own professional role, as well as the roles of other HCP
  • role clarification helps avoid duplication & gaps in service
63
Q

according to the WRHA, engaging in role clarification requires HCP to … (4)

A
  • respect the cultures of their community
  • use appropriate knowledge to communicate their roles, knowledge, skills, and attitudes
  • consult w others in appropriate ways to access their skills & knowledge
  • build interprofessional and professional competencies and roles into service delivery
64
Q

according to the WRHA, what is the outcome of role clarification

A
  • care plans that best meet the needs of the pt, maximize the HCP’s time, and distribute the workload more appropriately among team members
65
Q

what key concepts are found in the WRHA article on Collaborative Leadership

A

collaborative leaderships occurs when:
- HCP work together as team w the pt/family to plan, introduce, and evaluate care & services
- each member of the team shares responsibility for their role in the process toward creating positive healthy outcomes

66
Q

according to the WRHA, leadership roles are assigned based on…

A
  • need for specific expertise at any given point in time
67
Q

according to the WRHA, who may be the leader of the healthcare team

A
  • the pt
68
Q

according to the WRHA, what 2 categories of expertise are required for a leader?

A
  • keeping people on task
  • ensuring people work well together
69
Q

according to the WRHA, colla leaderships required each person on the team to … (5)

A
  • collaborate in shared decision making
  • own the responsibility of their part of the chosen process
  • contribute to creating a team that works well together
  • creating a positive climate for collab practice
  • working towards a positive outcome
70
Q

what are essential elements of IP leadership (4)

A
  • leaders: formal & informal
  • enviro
  • team members: followers/peers
  • situation
71
Q

what is the importance of role clarification (9)

A
  • avoid duplication & gaps in services
  • utilizes profession specific expertise
  • improves team functioning
  • may assist in avoiding conflict
  • frees up time for HCPs to work to their full scope
  • shifts care from provider driven to pt centered, the focus of IP practice
  • ensures more effective assessment, planning, implementation, and evaluation of services
  • leads to improve pt safety and out comes
  • know who to go to for help if completing a skill with no experience
72
Q

what are strategies to promote role clarification (7)

A
  • develop common language
  • be familiar w and respect roles of other professionals
  • know responsibilities, constraints, and limitations (imp for pt safety) of own professional role
  • recognize the need for and complexity of “role blurring”
  • recognize existence of professional cultures and labeling/stereotyping
  • create practical initiatives to enhance role knowledge
  • role blurring can be good
73
Q

what is role blurring?

A
  • occurs when there is a lack of understanding on one’s own role or roles of others & their scope of practice
74
Q

role blurring/overlapping may ensure?

A
  • carry over of skills = capability to take on the tasks of which are also within another IPC member’s scope
75
Q

when is carry-over of skills beneficial?

A
  • if low staffing
  • low availability of other IPC members
76
Q

what are the pros of role blurring (5)

A
  • enhance continuity of care
  • allow workloads to be appropriately shared
  • aid professional development by helping staff learn new skills
  • improve professional knowledge thru shared perspectives
  • enhance utilization of limited resources
77
Q

what are the cons of role blurring (5)

A
  • increased chance of conflict (d/t miscommunication, doing a job poorly)
  • increased burnout among team members
  • increased anxiety and frustration among team members
  • ineffective use of limited resources
  • negative pt outcomes
78
Q

what is knotworking

A
  • tying and retying together individual threads and expertise from across the IHT to achieve specific outcomes
  • there are many team members within the IP team, and knotworking brings attention to the fact, who makes up the team is fluid & continually in flux
79
Q

how does the flux of membership in IP teams complicate effective collaboration?

A

-

80
Q

success of knotworking depends on… (3), which is most difficult?

A
  • mutual understanding
  • seamless coordination of care
  • shared control of situation = most difficult
81
Q

describe shared control r/t knotworking

A
  • it requires all professions to consider how power in the team can and should be distributed in effective ways, which may not coincide w traditional expectations
82
Q

why is shared control of situation in knotworking the most difficult (2)

A
  • can shake up tradition/status quo
  • destabilizes hierarchies that historically informed pt care activities
  • hierarchies are difficult to destabilize
83
Q

describe: collaborative/shared leadership

A
  • practitioners work together as a team w the client and his/her family to assess, plan, implement, and evaluate care and services
  • each member of the team shares responsibility and accountability for their role in the process toward creating desired outcomes
84
Q

describe characteristics of classical leadership (7)

A
  • leader established by position in hierarchy
  • evaluated by how leader solves problems
  • group members expect leader to provider answers/solutions
  • leader differs from toher in character, skills, or motivation
  • formal communication style
  • info retained and controlled as a source of power
  • may use secrecy, deception, or payoffs
85
Q

describe characteristics of shared leadership (7)

A
  • leaders identified by quality of interactions
  • evaluated by how people work together
  • group members take ownership for problems, seek common goal
  • leadership based on teachable/learnable attributes of curiosity, empathy, and cooperativeness
  • informal communication style w an emphasis on listening
  • info freely sought and shared
  • relies on democratic process, honesty, and shared ethics
86
Q

what are factors that impact IP leadership (6)

A
  • enviro
  • team members (followers/peers)
  • power
  • communication
  • leaders
  • situation
87
Q

what are factors that impact IP leadership

A
  • enviro
  • team members (followers/peers)
  • power
  • communication
  • leaders
  • situation
88
Q

in some instances, 2 or more leaders may be needed. what are the roles of each leader?

A
  • one to keep team members on task as they work towards common goal (task orientation)
  • one to connect team members w client and their families = serving as a link among those involved in the care process, helps team members work well together (relationship orientation)
89
Q

with collab leadership, each person on the team should… (6)

A
  • own the responsibility for their part in the process
  • contribute to creating a team that works well together
  • create positive climate for collab practice
  • work towards positive outcome
  • collab in shared decision making
  • advance interdependent working relationships among all participants
90
Q

describe the characteristics of a formal leadern (4)

A
  • has designated title
  • appointed by health care institution
  • formal decision-making structure that is imposed by health care facility
  • formal leader often provides day-to-day leadership
91
Q

describe the characteristics of informal leadership (6)

A
  • no formal title or authority
  • anyone who moves the work of the team forward
  • can be more effective than formal leadership in certain circumstances
  • referent power
  • expert power
  • reward power
92
Q

what is refernt power

A
  • lead by example
  • inferred by status or personal characteristics
93
Q

what is expert power

A
  • sought out for knowledge and skills
  • those w specialized knowledge, info, and skills
94
Q

what is reward power

A
  • may praise & recognize members for job well done
95
Q

what is coercive power

A
  • relates to the ability to distribute positive/negative reinforces
96
Q

how does the in flux of membership of healthcare teams complicate effective collaboration?

A
  • hard to be continuously clarifying roles/working as a team w lots of turnover
97
Q

with collab leadership, it is essential to switch between….

A
  • leader and follower roles
98
Q

IP team members must be keep in mind…

A
  • shared purpose
99
Q

being an effective leader and follower requires…

A
  • team members to take & relinquish power and control over the team as the situation evolves and demands
100
Q

a good follower should… (3)

A
  • avoid groupthink
  • challenge the leader’s ideas
  • think critically about group direction
101
Q

shared decision making is…

A
  • team members lending their knowledge and expertise to contribute to a pt’s plan of care
102
Q

shared decision-making isn’t…

A
  • appropriate in every situation
  • no guarantee that consensus will be reached, decisions may be made by only 1 or 2 members
103
Q

what are examples of where shared decision making is inappropriate (3)

A
  • CPR scenario = someone needs to take charge
  • other acute situations which require decisive actions
  • diagnostic decision making isn’t shared by nurses, but informed byt hem
104
Q

why is IP shared leadership challenging? (7)

A
  • HCPs are trained to critically think about their profession’s segment of a complex problem
  • leadership training is often provided within the profession
  • leading an IP team presents unique challenges
  • stress causes HCPs to revert to working the way they were trained to work, and they may lose sight of the team goals/needs
  • hierarchical ranks within IP team tied to professional identity
  • policies may place restrictions on scope of practice
  • legal considerations –> require someone to be in charge
105
Q

define: followership skills

A
  • those who enable individuals to work w the leader to advance the goals, vision, and behaviors essential for both work unit and organizational success
  • collaborate, dont compete w leader
106
Q

followership skills are required by….

A
  • all members of IP healthcare team
107
Q

changing roles between….. are necessary to support positive pt outcomes

A
  • leaders and followers
108
Q

who needs to feel a sense of power on IP team?

A
  • both leaders and followers
109
Q

is power static in IP teams?

A
  • no, situations change constantly
110
Q

what are major sources of power in a developed IHT (6)

A
  • commitment
  • professional knowledge
  • energy
  • organizational skills
  • tenure
  • dedication to improving the team
111
Q

what is an imp source of power in the early phases of team development, but less imp as teams grow?

A
  • personal attributes like charisma
112
Q

what is legitimate power

A
  • by nature of their position wields the power
113
Q

what is the micro lvl

A
  • unit lvl
114
Q

what is the meso lvl

A
  • hospital lvl
115
Q

what is the macro lvl

A
  • system lvl

NURS 4520: IPC (5 decks)

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