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ADN Leadership > Exam #2 > Flashcards

Exam #2 Flashcards

1
Q

Conflict generators:

A 
competition 
increased workload 
multiple role demands
threats to safety and security 
scarce resources 
cultural differences 
ethical conflicts 
invasion of personal space
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2
Q

Bullying:

A

Targets one individual

  • attempt o exert power over another person
  • have devastating effects on the individual and the team
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3
Q

Workplace Incivility:

A

Disrespect among staff and providers

Co-workers: most common source

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4
Q

Moral Distress:

A

Personal and professional ethics are violated

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5
Q

Conflict Resolution MYTHS:

A

Win-Lose-Draw
Fixed Pie myth
Devaluation myth

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6
Q

Conflict Resolution:

A

Problem resolution
Negotiating Informally
Formal Negotiation

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7
Q

Problem Resolution:

A

IDENTIFY the problem/issue
Generate POSSIBLE SOLUTIONS
EVALUATE suggested solutions
CHOOSE the best solution

Is the problem resolved?

If YES, end the process…. If NO, repeat the process

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8
Q

Negotiating informally:

A

Scope the situation
Set the stage
Conduct the negotiation
Agree on a resolution

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9
Q

Conducting a negotiation:

A 
Manage emotions
Set ground rules 
Clarify the problem
Make an opening move 
Continue the negotiations 
Agree on a resolution
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10
Q

Collective BARGAINING:

A

economic issues
manage issues
practice issues

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11
Q

Bargaining: PRO:

A
  • protects the workers rights
  • grievance procedure available
  • higher pay
  • empowering
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12
Q

Bargaining: CON:

A
  • creates management-staff barriers
  • add rules and regulations
  • drains management’s time
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13
Q

WRAP-UP

A
  • CONFLICT is inevitable
  • it is not necessarily a negative experience
  • growth may emerge from positive conflict management
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14
Q

Change:

A

natural phenomenon

  • macro changes
  • micro changes
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15
Q

PROCESS OF CHANGE: Comfort zone

A

unfreezing (Comfort zone)
change (Discomfort zone)
refreezing (New zone)
return to new comfort zone

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16
Q

Resistance to Change:

A

technical concerns
psychosocial needs
position and power

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17
Q

RECEPTIVITY to change:

A
  • recognize differences in preferences for certainty
  • speak to people’s feelings
  • stories-drama-statistics
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18
Q

Resistance:

A

Recognize resistance

Lowering resisitance:

  • information dissemination
  • Disconfirmation od currently held beliefs
  • Psychological safety
  • Command
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19
Q

Dictating Change:

A

Effective
Sense of urgency
Change may be rapid but without a lasting commitment

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20
Q

Active resistance to change:

A

Attacks the ideas
refuses to change
Argues with changes
Organizing resistance of others

21
Q

Passive resistance to change:

A

Avoid discussion
Ignoring the change
Refusing to commit to change
Agreeing to but not acting

22
Q

Overcoming Resistance:

A

Point out similarities
Express approval
Recognize competence and skills
Provide reassurance

23
Q

Strategies:

A 
Suggest new opportunities 
Express values of contributions 
Ensure involvement 
Provide opportunities for expression 
Allow time for practice 
Provide a climate of acceptance
24
Q

Phases of PLANNED change:

A
  1. Design the change
  2. Plan the implementation
  3. Implement the change
  4. Integrate the change
25
Q

Design the change:

A 
What is the purpose
Is the change necessary 
Is the change technically correct 
Will this work
Is there a better way
26
Q

PLAN the implementation:

A

Why is there resistance
Is the resistance justified
What can be done to prevent or overcome resistance

27
Q

IMPLEMENT the change:

A

What is the magnitude
What is the complexity
What is the pace
What is the current stress level

28
Q

INTEGRATE the change:

A

Is the change integrated into everyday operations
Are the people comfortable with it
Is it well accepted

29
Q

Types of Healthcare Organizations:

A

Private: Non-profit (religious organizations)
Publically supported: county hospitals, health depts.
Private: For-profit (Majority of hospitals today)

30
Q

Organizational culture:

A

Shared values, beliefs, and assumptions

3 levels:
Artifact: visible characteristics (mood)
Exposed beliefs: goals and philosophy
Underlying assumptions: commitment to pt outcomes

31
Q

Organizational SAFETY:

A

preventing minimal harm

Aspects:

  • willingness to acknowledge
  • vigilance in detect/eliminate errors
  • openness to questioning existing systems and change them to prevent errors
32
Q

Organizational CARE ENVIROMENTS:

A

Excellence: Strive to be better
Meaningfulness: Being clear of the purpose
Regard: understanding the work people do & value it
Learning and growth: Mentors and opportunities

33
Q

Organizational GOALS:

A 
Survival 
Growth
Profit
Status 
Dominance
34
Q

Structure of Organization:

A

TRADITIONAL: Hierarchical structure: ladder approach: people on the bottom far outnumber the people on top

CEO
Managers
Staff Nurses
Techs
Aids, housekeepers, maintenance

MODERN: team approach

35
Q

Organizational PROCESSES:

A

how things get done

Formal: policies and procedures

Informal: not discussed, hidden rules, workarounds

36
Q

Organizational POWER:

A

ability to influence others despite resistance

  • actual or potential
  • intended or unintended
37
Q

Power SOURCES:

A

Authority- person in control
Reward- if you do this, I’ll give you…
Control of Information
Coercion

38
Q

Organizational Power: POSESSION

A

managers
patients
assistants and techs
RN

39
Q

Organizational EMPOWERMENT:

A

Self-determination
Meaning
Competence
Impact

40
Q

Nursing Empowerment:

A

Decision making: resources, support, info.
Autonomy: based on one’s knowledge
Manageable workload: reasonable
Reward and recognition: appreciation, raises
Fairness: consistent and equitable treatment of all staff

41
Q

Shared Governances:

A

Practice council
Unit Budgeting, scheduling
Committees
Peer Review

42
Q

Encourage:

A

Professional organizations
Collective bargaining
Educational advancement

43
Q

Communication:

A

give information
several levels
different factors
requires active listening skills

44
Q

Factors affecting communication:

A 
emotional state #1
outside distractions
cultural background 
superficial listening 
individual attitudes regarding communication
45
Q

Communication: Assertiveness:

A

allow ppl to stand up for themselves
respects the rights of others
clearly states individual’s position
uses “I” statements

46
Q

Communication: Interpersonal:

A 
most daily communication
personal 
gain and construct personal knowledge 
establish relationships 
intimate level
dynamic and ongoing 
senders and receivers
47
Q

Communication BARRIERS:

A
  • low health literacy
  • cultural diversity
  • cultural competence of healthcare providers
  • lack of interprofessional communication education among providers
48
Q

Communication: information systems

A

Electronic forms:
EMR: electronic med record- health information from facility or provider
EHR: electronic health record- summary of EMR and shared among facilities

49
Q

Email

A

personal or professional
must be clear- concise- courteous
avoid abbreviations
write and read before sending

ADN Leadership (2 decks)

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