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N471: Practice of Nursing V > Communication > Flashcards

Communication Flashcards

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1
Q

Interpersonal Communication

A

Communication with others

ex: Patients, Families, Colleagues, Superiors, Subordinates

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2
Q

Interpersonal Communication is necessary for ___ and ___

A

Continuity and Productivity

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3
Q

Organizational Communication

A

Much more complex than interpersonal communication

Involves more: Communication channels, individuals, information, and new technology

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4
Q

Communication Process

A

Occurs between a Sender and receiver with an internal and external climate

The Message is what is sent between the two and it is either written nonverbal or verbal

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5
Q

Internal Climate

A

Includes values, feelings, stress level of both sender and receiver

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6
Q

External Climate

A

Includes status, power, authority of sender and receiver, timing and organizational climate

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7
Q

Effective communication requires the sender to do what

A

validate what receivers see and hear

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8
Q

What things can affect organizational and unit communication

A

gender, power, and status differences

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9
Q

In order to assess organizational communication one must look at what

A

formal or informal communication lines

who communicates with who

what is the pace of communication

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10
Q

Ways to Go about Effective Organizational Communication

A

Understand structure and who is affected by decisions

Assess organizational communication

Use clear, simple, and precise communication

Seek feedback whether communication received is accurate

Use multiple modes of communication

Do not overwhelm people with unnecessary information (information overload!)

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11
Q

Communication Channel

A

The direction and flow of communication and where it is going

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12
Q

Upward Communication

A

Manager makes needs/wants known to a higher level

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13
Q

Downward Communication

A

Manager communicates information to subordinates

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14
Q

Horizontal Communication

A

manager communicates to others on the same hierarchal level

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15
Q

Diagonal Communication

A

manager interacts with other managers or physicians on different hierarchal levels

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16
Q

Grapevine Communication

A

Informal information that flows quickly and haphazardly among people at all levels

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17
Q

Communication Modes

A

The method by which a message or communication is sent

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18
Q

When to use written communication mode

A

good for when documentation is needed

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19
Q

When to use face to face communication mode

A

use for both formal and informal communication

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20
Q

When to use telephone communication mode

A

When rapid communication is needed

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21
Q

What is important to keep in mind about non verbal communication

A

is the message you say verbally or written congruent with your non verbal body language

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22
Q

What makes up the elements of personal communication

A

55% body language

38% voice and tone

7% spoken words

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23
Q

Assertive Verbal Communication

A

direct, honest, does not infringe on rights

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24
Q

Passive Verbal Communication

A

Person remains silent about an issue even though they have strong feelings

“Suffer in silence”

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25
Q

Aggressive Verbal Communication

A

Direct, threatening, condescending, infringes on rights

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26
Q

Passive Aggressive Verbal Communication

A

An aggressive message presented in a passive way (incongruent message)

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27
Q

SBAR

A

Interprofessional Communication - Standardized professional communication to provide quality patient care and reduce errors

S - Situation
B - Background
A- Assessment
R - Response

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28
Q

Important Aspects of Listening Skills

A

Understand own emotional intelligence - values, beliefs, past experiences, biases, limits

Balancing the needs around you - as a manager may have many who need to listen

understand conversation coming in, interpreting meaning, restate misunderstandings

Be attentive, Ask open ended questions, Ask probing questions, request clarification, paraphrase, be attuned to and reflect feelings, and summarize

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29
Q

Group Communication

A

Communication dynamics in a group involving forming, storming, norming, and performing (FSNP)

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30
Q

Forming

A

Group communication - step 1

Testing to find the boundaries of interpersonal behaviors, establish dependency relationships with leaders and other members, and determine what is acceptable behavior in the group

Testing occurs to identify tasks, appropriate rules, and methods suited to the tasks performance

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31
Q

Storming

A

Group communication - step 2

Resistance to group influence where members polarize into subgroups

conflict ensures and members rebel against demands imposed by the leader

resistance to task requirements and the differences surface regarding demands imposed by the task

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32
Q

Norming

A

Group Communication - step 3

Consensus evolves as group cohesion develops

conflict and resistance are overcome

Cooperation develops as differences are expressed and resolved

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33
Q

Performing

A

Group communication - step 4

interpersonal structure focuses on the task and its completion

roles become flexible and functional

energies are directed to task performance

problems are solved as the task performance improves

constructive efforts are undertaken to complete task

more group energies are available for the task

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34
Q

Communication

A

the exchange of thoughts, messages or information as by speech, signals, writing or behavior

can also occur on at least 2 levels - verbal and nonverbal

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35
Q

Communication begins when

A

the moment two or more people become aware of each others presence

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36
Q

Internal Climate

A

values, feelings, temperament and stress levels of the sender and receiver

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37
Q

External Climate

A

weather conditions, temperature, timing, organizational climate, status, power, authority - external things

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38
Q

Assessing the ___ climate is usually easier than assessing the ___ climate

A

external; internal

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39
Q

Effective communication requires …

A

the sender to validate what receivers see and hear

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40
Q

Differences in what significantly affects the types and quality of organizational and unit level communication

A

gender, power and status-

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41
Q

Communication is not…

A

a one way channel

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42
Q

Although information and communication are different…

A

they are interdependent

43
Q

Information

A

formal, impersonal, and unaffected by emotions values expectations and perceptions

44
Q

Communication

A

involves perception and feeling

45
Q

What type of communication is subject to error and distortion and why?

A

Grapevine communication

because of the speed at which it passes and because the sender has little formal accountability for the message

46
Q

Effective leaders are congruent in their…

A

verbal and nonverbal communication so followers are clear about the messages they receive

47
Q

Why is nonverbal communication considered more reliable than verbal communication

A

because nonverbal indicates the emotional component of the message

48
Q

If verbal and nonverbal are incongruent, the receiver will believe which message

A

the nonverbal

49
Q

What are some effective elements of nonverbal communication

A

Silence

Space

Congruency

Environment

Appearance

Eye Contact

Posture

Gestures

Facial expression and timing

Vocal expression

50
Q

Proxemics

A

the study of how space and territory effect communication

51
Q

How may distance versus inadequate space impact communication

A

distance may imply a lack of trust or warmth

inadequate space, as defined by cultural norms, may make people feel threatened or intimidated

52
Q

Assertive communication (verbal) does what

A

reduces stress
improves productivity
contributes to a health workforce

53
Q

Passive Communication

A

suffering in silence despite maybe feeling strongly

avoid conflict

dont use I statements like in assertive communication

bottles up feelings leading to explosion

54
Q

Aggressive Communication

A

direct threatening and condescending communication

infringes on persons rights and intrudes personal space

oriented to winning at all costs or demonstrating self excellence

55
Q

Passive Aggressive Communication

A

aggressive message in a passive way

limited verbal exchange by a person who feels strongly about a situation and feigns withdrawal to manipulate a situation

56
Q

Misconceptions of Assertive Communication

A

That all communication is either assertive or passive

That those who communicate or behave assertively get everything they want

that it is unfeminine

that assertive and aggressive are synonymous terms

57
Q

Assertive communication is not…

A

rude of insensitive behavior - it is having an informed voice that insists on being heard

58
Q

Things the Assertive Person Can Do when Under Attack by an Aggressive Person

A

Reflect - their message back at them

Repeat the assertive message

Point out implicit assumptions in the aggressors message

Restate the message in assertive language (change you to I statements)

Question

59
Q

As in nonverbal communication, the verbal communication skills of the leader manager in a multicultural workplace requires what

A

cultural sensitivity

60
Q

ISBAR

A

SBAR with an I introduction step added on

61
Q

ANTICipate

A

Method of verbal communication tool

Administrative Data
New Clinical Information
Tasks
Illness Severity
Contingency Plans

62
Q

I-PASS

A

Verbal communication tool

Illness severity
Patient Summary
Action list
Situational Awareness and contingency planning
Synthesis or read back

63
Q

___ failure is a common root cause of medical error

A

communication failure

64
Q

The leader who actively listens..

A

gives genuine time and attention to the sender, focusing on verbal and nonverbal communication

65
Q

GRRRR

A

Listening model:

Greeting stage
Respectful listening stage
Review stage
Recommend or request more information stage
Reward stage

66
Q

What happens in the stages of GRRRR

A

G - Greeting - offer greeting and establish positive environment

R - Respectful listening - listen without interrupting and pause to allow others to think

R - Review - summarize message to make sure it was heard accurately

R - Recommend or request more information - seek additional information as necessary

R - Reward - recognized that a collaborative exchange has occurred by offering thanks

67
Q

Memo

A

Written communication often used by managers

2 Purposes: Bring attention to problems and solve problems

68
Q

What should a memo consist of

A

Header

Opening, Context, and Task

Summary and Discussion Segment

Closing segment and necessary attachments

69
Q

Intranet / Hospital Information Systems

A

internal networks not normally accessible from the internet that allow workers and departments to share files, use websites, and collaborate

70
Q

WLAN (Wireless Local Area Networking)

A

Spread Spectrum radiofrequency modulation tech linking two or more computers or devices without using wires

71
Q

AMERICAN NURSES ASSOCIATION/NATIONAL COUNCIL OF STATE BOARDS OF NURSING PRINCIPLES FOR SOCIAL NETWORKING

A
  1. Nurses must not transmit or place online individually identifiable patient information.
  2. Nurses must observe ethically prescribed professional patient–nurse boundaries.
  3. Nurses should understand that patients, colleagues, institutions, and employers may view postings.
  4. Nurses should take advantage of privacy settings and seek to separate personal and professional information online.
  5. Nurses should bring content that could harm a patient’s privacy, rights, or welfare to the attention of appropriate authorities.
  6. Nurses should participate in developing institutional policies governing online conduct.
72
Q

Even the most advanced communication tech cannot…

A

replace the human judgment needed by leader managers to use that tech appropriately

73
Q

Confidentially can be breached legally only when…

A

one provider must share information about a patient so that another provider can assume care

74
Q

4 Stages of Group Process

A

Forming
Storming
Norming
Performing

(Secret 5th: Termination or Closure - leader guides members to summarize, express feelings and come to closure)

75
Q

11 Group Task Roles

A

11 tasks that each group performs - members can have more than one but all needed tasks must occur to have success

The 11 tasks for the work to be done

Initiator
Information Seeker
Information Giver
Opinion Seeker
Elaborator
Coordinator
Orienter
Evaluator
Energizer
Procedural Technician
Recorder

76
Q

Initiator

A

Contributor who proposes or suggests group goals or redefines the problem; may be more than one initiator during the group’s lifetime

77
Q

Information Seeker

A

Searches for a factual basis for the group’s work

78
Q

Information Giver

A

Offers an opinion of what the group’s view of pertinent values should be

79
Q

Opinion Seeker

A

Seeks opinions that clarify or reflect the value of other members’ suggestions

80
Q

Elaborator

A

Gives examples or extends meanings of suggestions given and how they could work

81
Q

Coordinator

A

Clarifies and coordinates ideas, suggestions, and activities of the group

82
Q

Orienter

A

Summarizes decisions and actions; identifies and questions departures from predetermined goals

83
Q

Evaluator

A

Questions group’s accomplishments and compares them with a standard

84
Q

Energizer

A

Stimulates and prods the group to act and raises the level of its actions

85
Q

Procedural Technician

A

Facilitates group action by arranging the environment

86
Q

Recorder

A

Records the group’s activities and accomplishments

87
Q

7 Group Building and Maintenance Roles

A

Roles providing for the care and maintenance of the group

Encourager
Harmonizer
compromiser
Gatekeeper
Standard Setter
Group commentator
Follower

88
Q

Encourager

A

Accepts and praises all contributions, viewpoints, and ideas with warmth and solidarity

89
Q

Harmonizer

A

Mediates, harmonizes, and resolves conflict

90
Q

Compromiser

A

Yields his or her position in a conflict situation

91
Q

Gatekeeper

A

Promotes open communication and facilitates participation by all members

92
Q

Standard Setter

A

Expresses or evaluates standards to evaluate group process

93
Q

Group Commentator

A

Records group’s process and provides feedback to the group

94
Q

Follower

A

Accepts the group’s ideas and listens to discussion and decisions

95
Q

8 Individual Roles for Group members

A

Roles that carry out ones own needs - must be managed to not disrupt productivity (management not suppression) - not every group member has a need resulting in use of every one of these

Aggressor
Blocker
Recognition Seeker
Self Confessor
Playboy
Dominator
Help Seeker
Special Interest Pleader

96
Q

Aggressor

A

Expresses disapproval of others’ values or feelings through jokes, verbal attacks, or envy

97
Q

Blocker

A

Persists in expressing negative points of view and resurrects dead issues

98
Q

Recognition Seeker

A

Works to focus positive attention on himself or herself

99
Q

Self Confessor

A

Uses the group setting as a forum for personal expression

100
Q

PLayboy

A

Remains uninvolved and demonstrates cynicism, nonchalance, or horseplay

101
Q

Dominator

A

Attempts to control and manipulate the group

102
Q

Help Seeker

A

Uses expressions of personal insecurity, confusion, or self-deprecation to manipulate sympathy from members

103
Q

Special Interest Pleader

A

Cloaks personal prejudices or biases by ostensibly speaking for others

104
Q

Managers must be well grounded in group dynamics and group roles because

A

of the need to facilitate group communication and productivity within the organization

N471: Practice of Nursing V (11 decks)

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