IDEALS Flashcards
What model is relevant to professionalism?
Ramsey model
What are the 11 attributes of professionalism in the Ramsey model?
- Safe practitioner
- Trustworthy
- Honest
- Respect towards patients + colleagues
- No prejudice
- Reflective practitioner
- Self-awareness
- Cultural awareness
- Unprofessional appearance
- Morality
- Altruism
What are the 3 types of unprofessional behaviour?
- Can’t
- Won’t
- Oops!
What is the explanation and remediation of the ‘can’t’ type?
Explanation - does not have skills or knowledge to follow rules
Remediation - empathic approach. Training. They usually become good role models
What is the explanation and remediation of the ‘won’t’ type?
Explanation - know the rules + have the skills. Don’t believe in following rules. No remorse shown. Can be associated with psychiatric problems + substance abuse.
Remediation - success dependent on level of insight. Often ends in disciplinary action.
What is the explanation and remediation of the ‘Oops!’ type?
Explanation - knows the rules + usually follows them but sometimes fails to live up to expectations. Usually show remorse.
Remediation - understand the underlying reasons e.g. overworked/stressed/upset. Support + help with self-awareness.
Define: probity
Being honest + trustworthy and acting with integrity
Describe the theory of planned behaviour
Attitude toward act or behaviour/subjective norm/perceived behavioural control –> behaviour intention –> behaviour
Define: advocacy
Speaking up for someone else, in particular someone with little power
Define: direct advocacy
The interests of individual patients or specific groups of named patients are represented to decision-makers (either by an advocate or self-advocacy)
Define: public policy advocacy
The advocate is seeking changes to an aspect of the system to benefit patients generally or particular groups of patients
What legislations are relevant to information governance in NHS?
1990 Health Records Act
1997 Caldicott Report on patient confidentiality
1998 Data Protection Act
What is the difference between groups and teams?
Groups:
o Group members are more likely to work independently
o Group members may communicate poorly
o Group members sink or swim by themselves
o Group members lack commitment
o Group members only take responsibility for their own tasks
Teams:
o Individuals collaborating towards a common goal
o Good, easy and informal communication
o Invested participation in work
o Advice and support across team members
o Shared commitment to all members of the team and specific goals
o Responsibility, blame and success are shared
Describe Maslows Hierarchy of Needs
- Self-actualisation - reaching potential
- Self-esteem - confidence/self-belief
- Belonging - social relationships
- Safety - personal security
- Physiological needs - food, water, etc
What are Tuckman’s stages of teamwork?
- Forming - beginning, polite stage
- Storming - becoming more familiar, less tolerant
- Norming/performing - accepting differences, productive
- Mourning/adjourning - sense of loss on moving on
What are Belbin’s team roles?
Action oriented roles (task)
- Shaper - challenges the team to improve
- Implementer - puts ideas into action
- Completer/finisher - ensures thorough, timely completion
People oriented roles
- Coordinator
- Team worker
- Resource investigator
Thought oriented roles
- Plant - presents new ideas/approaches
- Monitor-evalutator - analyses the options
- Specialist
What are De Bono’s hats?
White - information - factual Blue - thinking about thinking Black - drawbacks - logical negative Red - feelings - does the idea appeal to me? Green - creativity Yellow - benefits - logical positive
What is the difference between management and leadership?
Management is doing things right; leadership is doing the right things
What do managers do?
o Managers administer plans, budgets, etc
o Mangers ensure contractual arrangements
o Managers focus on systems and structures
o Managers rely on control
o Managers focus on bottom line
o Managers do things right
What do leaders do?
o Leaders develop vision of future and innovate
o Leaders develop, promote vision and values
o Leaders focus on people
o Leaders inspire trust
o Leaders focus on horizon and produce change
Describe: the Trait Theory
Is there a set of characteristics that determine a good leader?
- personality?
- dominance and personal presence?
- charisma?
- self confidence?
- achievement?
- ability to formulate a clear vision?
Describe: Behaviour Theory
It’s what leaders do that matters
Describe: Contingency/ Situational Theory (Bass and Riggio, 2006)
- An effective leader is one who is flexible and can demonstrate different qualities as required
- Leadership is not a fixed series of characteristics
- Importance in emotional intelligence
- Responsive to needs/abilities of followers
Describe: Transactional Leadership
Reward high performance
- Contracts exchange of rewards for effort
- Promises rewards for good performance
- Recognises accomplishments
Management by exception (active)
- Watches + searches for deviations
- Takes corrective actions
Management by exception (passive)
- Intervenes only if standards are not met
Laissez-faire
- Abdicates responsibilities
- Avoids making decisions
- Maintains status quo
Describe: Transformational Leadership
Charismatic
- Provides vision + sense of mission
- Instils pride
- Gain respect and trust
Inspirational
- Communicates high expectation
- Appeals to higher ideals of followers
- Expresses important purposes clearly
Intellectual stimulation
- Promotes intelligence, rationality + careful problem solving
Individualised consideration
- Gives personal attention, treats employees individually
- Coaches, advises
Engages
Describe: Leader as a servant
- Desire to do good for one’s followers
- Based on idea that leadership originates from desire to serve others
- Clear examples in religion
- Appropriate in medicine - medics motivated to do good, leadership is a consequence of role
Describe: Engaging Leadership Model
Personal qualities + core values
- Being honest + consistent
- Acting with integrity
Engaging individuals
Moving forward together
Engaging the organisation
