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Leadership Exam 1 > Communication and Conflict > Flashcards

Communication and Conflict Flashcards

1
Q

verbal communication

A

-Face-to-Face
-Video Conference
-Telephone

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2
Q

non-verbal communication

A

-Body Language
-Facial Expressions
-Tone of Voice
-Pace of Conversation
-Personal Space

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3
Q

written communication

A

-Emails
-Text messages
-Instant Messages

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4
Q

elements of communication

A

sender
message
receiver
channel
feedback
noise

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5
Q

communication barriers

A

language differences
jargon
noise/distractions
physiological barriers
perception/viewpoints
time
lack of attention
hearing/speech problems
psychological barriers
cultural differences

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6
Q

effective communication skills

A

-Use Active Listening
-Awareness of Nonverbals
-Build Trust
-Show Compassion
-Clarify Questions
-Use “I” Statements
-Maintain Eye Contact

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7
Q

enhancing handoff communication

A

SBAR
shift huddles
bedside shift report
readback verification

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8
Q

what is conflict

A

-Disagreement in values or beliefs within
oneself or between people that causes
harm or has the potential to cause harm.
-Conflict is a catalyst for change and has
the ability to stimulate either detrimental
or beneficial effects.

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9
Q

3 types of conflict

A

intrapersonal
interpersonal
organizational

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10
Q

factors increasing stress and conflict

A

employee diversity
increased complexity of patients
pressure of timely decisions
high nurse-patient ratios
decrease in resources
aging workforce

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11
Q

discrepancies leading to conflict

A

Approaches: Different ideas about the best
approach to achieve the goal
may produce conflict. Example:
For the goal to reduce costs by
10%, one leader may target
overtime hours, and another
may eliminate the budget for
continuing education.

Values: Values-based conflicts are more
personal, so they generate
disagreements that can be
threatening and adversarial.
Values are subjective, so these
types of conflicts often remain
unresolved.

Facts: Fact-based conflict sources
are externally written and
include: Job descriptions,
hospital policies, standards of
nursing practice, and The
Joint Commission (TJC)
mandates.

Goals: Goal conflicts arise from
competing priorities (e.g.,
desire to empower employees
vs. control through
micromanagement)
Goals
Approaches Values
Resolve using objective data

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12
Q

stages of conflict

A

frustration
conceptualization
action
outcomes

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13
Q

what happens with frustration

A

-Occurs when people or groups perceive that their
goals may be blocked.
-May escalate into stronger emotions, such as
anger and deep resignation

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14
Q

what happens with conceptualization

A

-Difference in interpretation of a situation
-Different emphasis on what is important and what is not
-Different thoughts about what should occur next.

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15
Q

what happens with action

A

A behavioral response that could include:
–Clarification about another persons views
–Collecting additional information that informs
the issue
–Engaging in dialog about the issue

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16
Q

what happens during conflict outcomes

A

1- Conflict being resolved
with a revised approach
2- Stagnation of any
current movement
3- No future movement

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17
Q

outcomes resolutions: constructive/successful

A
  • Growth occurs.
  • Problems are resolved.
  • Groups are unified.
  • Productivity is increased.
  • Commitment is increased.
18
Q

outcomes resolution: unsatisfactory

A
  • Negativity, resistance, and
    increased frustration inhibit
    movement.
  • Resolutions diminish or are absent.
  • Groups divide, and relationships
    weaken.
  • Productivity decreases.
  • Satisfaction decreases.
19
Q

modes of conflict resolution

A

avoiding
accommodating
competing
compromising
collaborating

20
Q

Parties neither pursue their own needs, goals, or concerns immediately nor assist others to pursue theirs.

A

avoiding

21
Q

appropriate uses of avoiding

A
  1. When facing trivial and/or temporary issues, or when other far
    more important issues are pressing
  2. When there is no chance to obtain what one wants or needs, or
    when others could resolve the conflict more efficiently and
    effectively
  3. When the potential negative results of initiating and acting on
    a conflict are much greater than the benefits of its resolution
  4. When people need to “cool down,” distance themselves, or
    gather more information
22
Q

One party sacrifices his or her beliefs and wants to allow the other party to win.

A

accommodating: unassertive and coopering

23
Q

appropriate uses of accommodating

A
  1. When other people’s ideas and solutions appear to be better or when you
    have made a mistake
  2. When the issue is far more important to the other person or people than it
    is to you
  3. When you see that accommodating now “builds up some important
    credits” for later issues
  4. When you are outmatched and/or losing anyway; when continued
    competition would only damage the relationships and productivity of the
    group and jeopardize accomplishing major purpose(s)
  5. When preserving harmonious relationships and avoiding defensiveness
    and hostility are very important
  6. When letting others learn from their mistakes and/or increased
    responsibility is possible without severe damage
24
Q

One party pursues their own needs and goals at the expense of others

A

competing: assertive and uncooperating

25
Q

appropriate uses of competing

A
  1. When quick, decisive action is necessary
  2. When important, unpopular action needs to be taken or
    when trade-offs may result in long-range, continued conflict
  3. When an individual or group is right about issues that are
    vital to group welfare
  4. When others have taken advantage of an individual’s or
    group’s noncompetitive behavior and now are mobilized to
    compete about an important topic
26
Q

Each party gives up something it wants

A

compromising: assertive and cooperating

27
Q

appropriate uses of compromising

A
  1. When two powerful sides are committed strongly to
    perceived mutually exclusive goals
  2. When temporary solutions to complex issues need
    to be implemented
  3. When conflicting goals are “moderately important”
    and not worth a major confrontation
  4. When time pressures people to expedite a workable
    solution
  5. When collaborating and competing fail
28
Q

facts of negotiating

A

Resembles compromise- Emphasis on accommodating
differences between parties
A learned skill developed over time
A trade- “You can have this if I can have that”

29
Q

Parties work creatively and openly to find a
solution that most fully satisfies all important
concerns and goals to be achieved

A

collaboration: assertive and cooperating

30
Q

appropriate uses and collaborating

A
  1. When seeking creative, integrative solutions in which both sides’ goals and needs are important, thus developing group
    commitment and a consensual decision
  2. When learning and growing through cooperative problem solving, resulting in greater understanding and empathy
  3. When identifying, sharing, and merging vastly different
    viewpoints
  4. When being honest about and working through difficult emotional issues that interfere with morale, productivity, and growth
31
Q

conflict management styles often used from direct care nurse

A

avoidance and accommodation

32
Q

conflict management styles often used of nurse manager

A

compromise

33
Q

conflict management styles most success

A

Deliberate Approach:
* Delaying confrontation
* Approaching the colleague calmly
* Acknowledging the colleague’s point of view

34
Q

ANA Tips for Conflict Resolution

A
  • Foster open communication
  • Mediate and negotiate
  • Identify underlying issues
  • Encourage empathy
  • Seek a compromise
  • Provide guidance and coaching
  • Encourage professional behavior
  • Follow established policies and procedures
  • Document the issue and provide follow-up
35
Q

leader role

A
  • Healthy work environment
  • Open communication
  • Collaborative practice
  • Modeling behavior
  • Conflict prevention
  • Conflict resolution
36
Q

what is incivility and give examples

A

one or more rude, discourteous or disrespectful actions
Ex: gossiping, eye rollings, sarcastic comments, taunting, racial/ethic slurs, intimidation, or refusing to assist a coworker

37
Q

what is lateral violence

A

aggressive and destructive behavior or psychological harassment of nurses against each other
-nurse-to-nurse

38
Q

what is horizontal violence

A

conflictual behaviors among individuals who consider themselves peers
-doctor to nurse
-nurse to CNA

39
Q

what is bullying

A

repeated, unwanted harmful actions intended to humiliate, offend, and cause distress in the recipient

a real or perceived power differential between the instigator and recipient must be present

40
Q

addressing incivility

A
  • Zero Tolerance
  • Awareness
  • Bystander Intervention
  • Encourage 1:1 Conflict Resolution
  • Know the Policy
  • Timely Reporting
  • Document
41
Q
A

Leadership Exam 1 (6 decks)

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