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Clinical Informatics Board > Domain 5: Leadership & Professionalism > Flashcards

Domain 5: Leadership & Professionalism Flashcards

Leadership and Professionalism

1
Q

What is slack or float?

A
  • Degree to which a task can be postponed without delaying the end of the project
  • Tasks that fall along the critical path have no float
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2
Q

What is a critical path and how do you calculate it?

A
  • Minimum time required to complete the project
  • Calculated by finding the longest path from beginning to end
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3
Q

Data should be FAIR. What does FAIR stand for?

A

Findable
Accessible
Interoperable
Reusable

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4
Q

Adair’s “Action Centered” leadership model says that the leadership function meets needs in what three areas?

A

Task, Team, Individual

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5
Q

In the Healthcare Quality Professional Leadership Development Model, the fundamental entry level skill that a leader must develop is:

A

Professionalism & Professional Values

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6
Q

Best mechanism to control scope creep

A

Integrated change control - rigorous process to determine the need for changes in the scope of a project

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7
Q

Examples of task dependencies

A

Finish to Start - Task B can’t begin until task A is completed

Finish to Finish - Task B can’t finish before Task A is finished

Start to Start - Task B can’t start until Tak A is started

Start to Finish - Task B can’t finish until Task A is started

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8
Q

Process to changing scope of the project

A

Integrated change control - involves accepting or rejecting any changes to the scope of the work as well as coordinating those changes among workers and stakeholders

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9
Q

Process of creating an effective team

A
  1. Articulate team goal
  2. Define rules of operation
  3. Clarify individual roles
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10
Q

What does disparate impact refer to in terms of recruiting?

A

Certain classes of people will be over-represented in the recruitment & selection process

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11
Q

What tool allows a project risk manager to prioritize resources among several identified risks?

A

Probability impact chart - stratifies risks based on their impact and their probability of occuring

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12
Q

What is McClelland’s acquired needs theory?

A

3 individual needs that influence a person’s motivation:

  1. Need for achievement - need to excel by setting and accomplishing challenging goals
  2. Need for affiliation - an individual’s need to belong, be liked and be accepted
  3. Need for power - need to be influential, lead and make lasting impact on others
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13
Q

What is Monte Carlo analysis

A

Iterative process where the risk of a project can be calculated from the combination of its component risk

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14
Q

4 steps of situational leadership

A
  1. Directing - high direction, low support
  2. Coaching - less direction and increased support
  3. Supporting - further decreased direction and similar support as coaching
  4. Delegating - providing guidance & support as needed
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15
Q

Focus of servant leadership

A

Growth and well-being of people and communities

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16
Q

Focus of National Center for Healthcare Leadership Competency Model

A
  1. Transformation
  2. Execution
  3. People
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17
Q

Best way to change organizational culture

A

Change behavior NOT structure.

Behavior driven by norms, social values, identity structure and mental models.

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18
Q

Difference between single vs double-loop learning

A

Single loop learning - maintain current mental models and basic assumptions when something goes wrong

Double-loop learning - question both mental models and basic assumptions when things go wrong

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19
Q

Difference between critical and analytic thinking

A

Critical thinking - Takes facts and uses them to form an opinion or belief. Use to develop strategic plan.

Analytic thinking - uses facts to support conclusions or thought.

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20
Q

Tools for creating new ideas or innovating

A
  1. Attribute listing - break down problem into smaller bits
  2. Brainstorming
  3. Visioning
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21
Q

What is the Cynefin framework

A

One model of complex decision making. Sorts all issues into 5 contexts:

  1. Simple
  2. Complicated
  3. Complex
  4. Chaotic
  5. Disorder
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22
Q

Difference between strategic and tactical thinking

A

Strategic thinking = focused on long-term

Tactical thinking = more immediate (“in the moment”)

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23
Q

Biggest driver of tactical thinking

A

Culture

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24
Q

What are McKinsey’s five dimensions of effective leadership and which dimension has most significant impact on work/life satisfaction?

A
  1. Meaning (biggest impact)
  2. Positive Framing
  3. Connecting
  4. Engaging
  5. Managing energy
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25
Q

What does Reeve’s leadership theory emphasize?

A

Leaders need not be experts in every dimension. However, they must ensure that some leadership team member provides every leadership dimension.

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26
Q

6 Methods for measuring training effectiveness

A
  1. Kirkpatrick taxonomy model
    - Level 1 = Reaction
    - Level 2 = Learning
    - Level 3 = Behavior
    - Level 4 = Results (return on expectations)
  2. Phillips ROI Model
    Add ROI to above
  3. Summative and Formative evaluation method
    - Includes feedback on training both while being developed (formative) and delivered (summative)
  4. Outcomes Framework
    - Intended for CE activities (e.g. CME)
    - Start with highest level then work your way backwards
  5. Kaufman’s Levels of Learning Evaluation
    - Input
    - Process
    - Micro-level results
    - Macro-level results
    - Mega level impact
  6. Anderson’s Model of Learning Evaluation
    - Stage 1: evaluate
    - Stage 2: measure contribution to strategic results
    - Stage 3: Determine ROI and find most relevant approaches
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27
Q

5 levels of Maslow’s hierarchy of human needs

A

Higher-level needs become motivators only after lower-level needs are met

  1. Physiological
  2. Safety
  3. Social
  4. Self-esteem
  5. Self-actualization
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28
Q

5 attributes of strategic thinking

A
  1. A systems perspective
  2. Intent focused
  3. Thinking in time
  4. Hypothesis-driven
  5. Intelligent opportunism
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29
Q

5 styles of conflict management per Thomas & Killman

A
  1. Forcing (Competing)
  2. Accommodating
  3. Avoiding (Withdrawing)
  4. Compromising (Lose-Lose)
  5. Collaborating (Win-Win)
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30
Q

4 types of leaders according to leadership/managerial grid model by Black & Mouton

A
  1. Authoritarian
  2. Country club - uses rewards but not punitive power for fear of jeopardizing relationships
  3. Impoverished leader (“delegate and disappear”)
  4. Team leader - strong on task and people skills/relationships
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31
Q

4 leadership and maturity styles per Situational Leadership model

A

Leadership styles:
1. Telling (S1)
2. Selling (S2)
3. Participating (S3)
4. Delegating (S4)

Maturity styles:
M1 = low maturity –> M4 = high maturity

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32
Q

Environmental scan methods

A
  1. PESTLE
    - Political
    - Economic
    - Social/cultural
    - Technological
    - Environmental
    - Legal
  2. PEST
  3. STEEPLED= PESTLE + Ethical + Demographic factors
  4. SWOT - Strength / Weakness / Opportunities / Threats
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33
Q

3 Group Decision Making approaches

A
  1. Nominal group technique
    - Involves multi-voting (ranking or rating all options and choosing highest rank option)
  2. Consensus mapping
    - Reaching consensus about how to arrange or sequence multiple inter-related activities (e.g. implementing new IS). Based on expectation of compromise.
  3. Delphi Method
    - Experts answer questionnaires, facilitator summarizes and experts asked to revise answer. Repeat until group opinion moves toward a final answer.
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34
Q

Job description that identifies a position as having “exempt status” indicates what?

A

Exempt is a federal wage and hour term meaning not eligible for overtime pay over 40 hours of work per week

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35
Q

What is PERT chart used for

A

Project Evaluation and Review Technique (PERT) - Estimates minimum project duration and amount of scheduling flexibility

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36
Q

6 steps of human resource management

A
  1. HR planning
  2. Staffing
  3. Development
  4. Evaluation
  5. Compensation
  6. Maintaining the workforce
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37
Q

Difference between strategic planning and long-term planning

A

Strategic planning works BACKWARD from desired future state

Long-term planning begins with current state and works FORWARD to estimate future needs

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38
Q

3 organizational factors important for success of Strategic Information System Plan (SISP)

A
  1. Organizational commitment
  2. Senior management involvement (*independently associated with SISP success)
  3. Team involvement
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39
Q

3 Strategic Planning Models

A
  1. Organizational pull (organization’s objectives fully drive IT requirements)
  2. Technology push (IT pushes organization into new areas)
  3. Component Alignment (seven multi-aligned components)
40
Q

7 Components of Component Alignment Model

A

Non-controllable Components
1. External environment
2. Emerging IT

Controllable Components
3. Organizational Mission
4. Organizational Infrastructure and Processes
5. IT infrastructure and processes

Strategy
6. Organizational Business Strategy
7. IT strategy

41
Q

What does VMOSA stand for?

A

Vision - the dream / values

Mission - the what and why (action-oriented)

Objectives - how much of what will be accomplished and when

Strategies - the how

Action plan - action items, their assignees and deadlines

42
Q

Goals/deliverables should be SMART. What does SMART stand for?

A

Specific
Measurable
Achievable
Relevant
Time-bound

43
Q

8 Major Leadership Theories

A
  1. Great Man Theories (1840s)
  2. Trait Theories (1930s-40s)
  3. Behavioral Theories (1940s-50s) - leaders are made not born
  4. Contingency Theories (1960s) - leadership style CANNOT be changed so success is contingent on degree of fit between situation and leader’s style
  5. Situational Theories (1960s) - leaders choose style based on situation. No single leadership style is appropriate for all situations
  6. Participative Theories (60s-70s) - ideal leaders take input from others
  7. Transactional (Management / Exchange) Theories (1970s) - Focused on transaction (reward/punishment) between leader and followers
  8. Transformational (Relationship) Theories (1970s) - leaders transform followers through inspiration and increased motivation
44
Q

3 Leadership styles where leader leads

A
  1. Autocratic (coercive/authoritarian) - “Do what I say”
  2. Pacesetting - “Do as I do, now”
  3. Bureaucratic (everything done according to policy/procedure) - “We are doing this by the book”
45
Q

3 Leadership styles where leaders hold middle ground

A
  1. Authoritative - leader states goal but allows people freedom to choose means of achievement (“Come with me”)
  2. Transformational - One of the most strongly positive styles without major cons (“Let’s do this!”)
  3. Consultative (Coaching) - “Try this”
46
Q

3 Leadership styles where group leads

A
  1. Democratic (Participative / Collaborative) - “What do you think?”
  2. Distributed - leader and followers complement each other
  3. Shared - Empowers followers with decision making (e.g. LEAN method)
47
Q

2 Leadership styles where follower leads

A
  1. Servant (Affiliative) - leaders develop moral core to serve others (“People come first”)
  2. Laissez-Faire
48
Q

2 healthcare leadership models

A
  1. Functional Results-Oriented HealthCare Leadership Model (FROHLM) - Transactional
  2. Collaborative Healthcare Leadership - Democratic
49
Q

5 domains of American College of Healthcare Executive (ACHE) Competency model

A
  1. Communication & Relationship Management
  2. Professionalism
  3. Business Skills & Knowledge (this includes information management competencies)
  4. Knowledge of the Healthcare Environment
  5. Leadership
50
Q

2 different models of assessing leadership competency in healthcare

A
  1. National Center for Healthcare Leadership (NCHL) Competency Model 3.0
  2. American College of Healthcare Executive (ACHE) Competency model
51
Q

4 domains of EQ

A
  1. Self-Awareness
  2. Social Awareness
  3. Self-Management
  4. Relationship Management
52
Q

Difference between positions and interests when negotiating. What should be the focus of negotiation?

A

Position = what people want

Interests = why people want it

Focus on interests not position

53
Q

What are 3 Humanistic Motivation Theorires

A
  1. Self determination theory
    - Self determination achieved by intrinsic motivation
  2. Herzberg’s theory
    - Motivator-hygiene theory
    - Motivator factors (intrinsic motivators) increase satisfaction & hygiene factors (extrinsic motivators) decrease satisfaction
  3. Maslow’s theory
54
Q

What are 3 Socio-cognitive motivation theories?

A
  1. Social Cognitive theory
    - Personal factors, behavior and environmental factors affect motivation
  2. Self-efficacy theory
    - Motivation depends on person’s perception of their ability to perform appropriately or reach a goal
  3. Goal theory
    - To motivate goals must have clarity, challenge, commitment, feedback and task complexity
55
Q

What are 2 cognitive motivation theories?

A
  1. Attribution theory
    - Theory of why we attribute outcome X to causal factor Y
  2. Expectancy Value theory
    - Behavior is more likely if likelihood of meeting expectation is high and the return value is high
56
Q

3 factors that help achieve intrinsic motivation according to self-determination theory

A
  1. Autonomy (level of intrinsic motivation for change)
  2. Competence (confidence and ability to change)
  3. Relatedness (perception of being respected, understood and cared for)
57
Q

4 Factors that influence attribution according to attribution theory

A
  1. Stable Factors
  2. Unstable Factors
  3. Dispositional Factors (internal to person)
  4. Situational Factors (external to person)
58
Q

What is controllability & fundamental attribution error referring to in attribution theory?

A
  1. Controllability
    - Our perception of how well we can control a situation influences our attitudes toward the situation
  2. Fundamental Attribution Error
    - When we succeed, we attribute our success to dispositional factors
    - When we fail, we attribute failure to situational factors
59
Q

What 3 things must occur in sequence for motivation to occur per Cognitive Theories of Motivation?

A
  1. Expectancy (will my effort lead to high performance?)
  2. Instrumentality (will my performance lead to outcome?)
  3. Valence (Value) (Do I find the outcomes/rewards desirable?)
60
Q

Difference between mentoring, coaching and counseling

A
  • Mentoring: Overall career development. Agenda set by mentee.
  • Coaching: Improve performance in a specific area
  • Counseling: Unblock performance in a specific area (i.e. focus on what individual/team can do, but won’t)
61
Q

4 levels of Human Factors Analysis Classification System (HFACS), which provides methods for investigation of errors

A

Level 1: Unsafe Acts

Level 2: Precondition for Unsafe Acts (includes operator factors)

Level 3: Supervision

Level 4: Organizational influences

62
Q

5 stages of team development according to Tuckman Ladder

A
  1. Forming
  2. Storming - Team begins work; collaboration & openness is important
  3. Norming - adjust habits and behaviors to support team; trust begins
  4. Performing
  5. Adjourning
63
Q

3 Cognitive biases (process losses) related to group decision making

A
  1. Groupthink - conform to “dominant view”
  2. Bandwagon Effect - form of groupthink in which a person believes something to be true just because others in the group do
  3. Group polarization - tendency of a group to entertain more risky/extreme solutions because negative consequences perceived to be diffused throughout the group
64
Q

Steps involved in Consensus mapping

A
  • Small groups perform clustering (i.e. group ideas into related clusters/categories)
  • Facilitator creates ‘Strawman’ integrated map
  • Map reconfiguration by small group
  • Map consolidation
65
Q

What is multi-criteria decision analysis (MCDA) aka Multiple Criteria Decision Making (MCDM)

A

Systematic analytical approach to evaluate and rank many possible choices using multiple weighted criteria

Can be used to decide which project to prioritize, which resources to allocate

66
Q

6 Group decision making methods besides Delphi/Nominal/Consensus Mapping

A
  1. Multi-criteria decision analysis (MCDA)
  2. Brainstorming
  3. Idea/mind mapping
  4. Affinity Diagram (classify ideas into groups)
  5. Process decision program charts (PDPC) - useful for contingency planning. systematically identifies what might go wrong in a plan under development.
  6. Interrelationship diagraphs - adaptation of relationship diagrams for complex problem solving for up to 50 relevant items
67
Q

What is Parkinson’s Law

A

Work expands to fill the time available for its completion

68
Q

What % of verbal communication is accurately understood by the receiver?

A

30%

69
Q

What is the top reason for error and delays in healthcare?

A

Poor communication

70
Q

What is Media Richness Theory by Daft and Lengel (1984)

A

Communication channels are on a spectrum from rich to lean.

Rich = auditory and non-verbal cues present (e.g. face to face) –> least prone to communication error

Middle = Audio without non-verbal cues (phone and audio recording)

Lean = no audio or non-verbal cues (e.g. email, web pages)

71
Q

3 Learning Domains and their related Learning Theory

A
  1. Cognitive (emphasizes knowledge, intellectual skill) –> Bloom’s Taxonomy
  2. Affective (focused on attitudes and beliefs) –> Andragogy and related
  3. Psychomotor (or Behavioral) (highlights practical application, such as role playing) –> Transformative (Transformational) Learning
71
Q

What is Bloom’s Taxonomy and what are the 6 levels of skills

A

Educational goals are categorized in order of complexity

Emphasizes mastery (not memorization)

Going from lower order to higher order
1. Remember
2. Understand
3. Apply
4. Analyze
5. Evaluate
6. Create

72
Q

What is andragogy theory

A

Andragogy = art/science of teaching adults

Postulates that adult learners are different from children because…
- Need to know why they need to learn something
- More self directed
- More life/task/problem centered

73
Q

What is transformative learning theory and what are the 2 main components?

A
  • Learning that challenges the learner’s established perspectives, resulting in “transforming” their thinking

2 main components:
1. Instrumental learning
- Task oriented problem solving
- Evaluation of cause-and-effect relationships

  1. Communicative learning
    - How people communicate their feelings, needs and desires
74
Q

What is the VARK model of learning styles

A
  • Visual
  • Aural/Auditory
  • Read/write
  • Kinesthetic (hands on approach)
75
Q

6 Teaching Strategies

A
  1. Backward design - start by determining learning outcomes and then plan content
  2. Forward design - plan content first and then determine learning outcomes
  3. Think-Pair-Share (learners involved more actively)
  4. Flipped Classroom
  5. Problem-Based Learning
  6. Universal Design for Learning
76
Q

What is gamification?

A

Form of experiential learning where EHR simulation is turned into a game

77
Q

7 levels of the outcomes framework for competency assessment

A
  1. Participation
  2. Satisfaction
    3a. Learning (Declarative Knowledge)
    3b. Learning (Procedural Knowledge)
  3. Competence
  4. Performance
  5. Patient Health
  6. Community Health (degree to which health status of community improves)
78
Q

Difference between Formative & Summative Evaluation

A

Formative Evaluation
- Occurs mid-chapter/course (while knowledge still forming in learner’s mind)
- Ex) CIBRC Course Questions

Summative Evaluation
- Occurs at end of chapter/course
- Used as competency assessment
- Ex) Clinical Informatics Board Exam

79
Q

What are the 5 Process Groups (project management stages)

A
  1. Initiation (LOW Cost and staffing + HIGH Risk and Uncertainty)
  2. Planning
  3. Execution
  4. Monitoring & Controlling (HIGH Cost and staffing + LOW Risk and Uncertainty)
  5. Closing
80
Q

2 Types of Project Life Cycles

A
  1. Predictive
    - Phases progress in waterfall fashion.
    - Scope is fixed.
  2. Iterative & Incremental
    - Phases repeat iteratively
    - Scope can be elaborated with each iteration
    - Subtype = Adaptive/Agile PM (aka change-driven project life cycles) –> utilizes rolling wave planning
81
Q

4 Examples of Adaptive/Agile Project Management

A

Scum
XP
Kanban
Crystal

82
Q

What are triple constraints of a project?

A

Cost + schedule + scope = quality

Money + time + people = scope/quality

83
Q

What are terms for risks that have positive or negative impact

A

Opportunity = risk that would have a positive effect

Threat = risks that would have a negative effect

84
Q

Difference between threat & issue

A

Issue = threat which has ALREADY OCCURRED

85
Q

What is bottom-up estimating?

A
  • Method of estimating requirements for a component of work
  • Costs (including resources) are estimated to the greatest detail possible for each activity
  • Costs are summarized (“rolled up”) to higher levels to estimate overall costs of the project
86
Q

What is expectation gap analysis

A
  • Compare stakeholders’ expectations to actual deliverables
  • Provides a tool to resolve gap with stakeholders
87
Q

What is a context diagram

A
  • Visual representation of project scope
  • Shows inputs to the system and actors providing input as well as outputs to the system and actors providing output
88
Q

2 project initiation tools?

A
  • Context diagram
  • Stakeholder register
89
Q

9 Tools for Project Planning/Execution

A
  1. Resource calendar
  2. Resource leveling: start/finish dates are adjusted based on resources constraints –> often causes critical path to INCREASE
  3. Budget
  4. Use cases (e.g. UML use case diagram)
  5. Traceability matrix: grid that links product requirements from their origin to deliverables that satisfy them
  6. Project Evaluation and Review Technique (PERT) - presumes UNLIMITED resources
  7. Critical Chain Method - schedule method which presumes LIMITED resources
  8. Work Breakdown Structure (WBS)
  9. Issue log
90
Q

What is Work Breakdown Structure (WBS)

A
  • Method of representing tasks in a project by phase and sequence
  • Utilizes decomposition (subdividing work)
  • Typically represented via Gantt chart
91
Q

What is a milestone chart?

A

Gantt chart where only milestones or high level deliverables display

92
Q

What is parallel testing?

A
  • Testing functions and data entry in the new system or software in parallel with using the
    same functions (entering the same data) into the production system you are about to
    replace
  • Usually try to do 10-20% of cases
  • Hardest testing to do but the most valuable
93
Q

6 Corporate Governance Theories

A
  1. Shareholder Theory - board operates to please shareholders (focus on $$$)
  2. Principal-Agent Theory - principal (board) engages agents (employees) to perform a task. Assumes goals of principals & agents are different.
  3. Stakeholder Theory - decision making occurs after taking all stakeholders into account
  4. Technology Acceptance Model - designed specifically for software & tech
  5. Stewardship - board’s role is to develop strategy but not monitor/enforce
  6. Resource Dependency - board’s role is to minimize uncertainty caused by external factors
94
Q

3 components of IS management competencies according to NCHL competency model

A
  • Recognizing IT potential
  • Championing implementation
  • Pursuing leading edge tech
95
Q

What is universal design for learning

A

Framework to optimize teaching based on how someone learns through engagement (why), representation (what) and expression (how)

Clinical Informatics Board (6 decks)

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