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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
17
Q

Best way to change organizational culture

A

Change behavior NOT structure.

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

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

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.

20
Q

Tools for creating new ideas or innovating

A
  1. Attribute listing - break down problem into smaller bits
  2. Brainstorming
  3. Visioning
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
22
Q

Difference between strategic and tactical thinking

A

Strategic thinking = focused on long-term

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

23
Q

Biggest driver of tactical thinking

A

Culture

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
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.

26
Q

5 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. Kaufman’s Levels of Learning Evaluation
    - Input
    - Process
    - Micro-levle results
    - Macro-level results
    - Mega level impact
  5. 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
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
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
29
Q

5 styles of conflict management per Thomas & Killman

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

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
33
Q

3 Group Decision Making approaches

A
  1. Nominal group technique
    - Involved 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)
  3. Delphi Method
    - Experts answer questionnaires, facilitator summarizes and experts asked to revise answer. Repeat until group opinion moves toward a final answer.
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

Clinical Informatics Board (6 decks)

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