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I&P Year 2 > IDEALS > Flashcards

IDEALS Flashcards

1
Q

What model is relevant to professionalism?

A

Ramsey model

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2
Q

What are the 11 attributes of professionalism in the Ramsey model?

A
  1. Safe practitioner
  2. Trustworthy
  3. Honest
  4. Respect towards patients + colleagues
  5. No prejudice
  6. Reflective practitioner
  7. Self-awareness
  8. Cultural awareness
  9. Unprofessional appearance
  10. Morality
  11. Altruism
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3
Q

What are the 3 types of unprofessional behaviour?

A
  1. Can’t
  2. Won’t
  3. Oops!
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4
Q

What is the explanation and remediation of the ‘can’t’ type?

A

Explanation - does not have skills or knowledge to follow rules

Remediation - empathic approach. Training. They usually become good role models

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5
Q

What is the explanation and remediation of the ‘won’t’ type?

A

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.

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6
Q

What is the explanation and remediation of the ‘Oops!’ type?

A

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.

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7
Q

Define: probity

A

Being honest + trustworthy and acting with integrity

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8
Q

Describe the theory of planned behaviour

A

Attitude toward act or behaviour/subjective norm/perceived behavioural control –> behaviour intention –> behaviour

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9
Q

Define: advocacy

A

Speaking up for someone else, in particular someone with little power

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10
Q

Define: direct advocacy

A

The interests of individual patients or specific groups of named patients are represented to decision-makers (either by an advocate or self-advocacy)

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11
Q

Define: public policy advocacy

A

The advocate is seeking changes to an aspect of the system to benefit patients generally or particular groups of patients

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12
Q

What legislations are relevant to information governance in NHS?

A

1990 Health Records Act
1997 Caldicott Report on patient confidentiality
1998 Data Protection Act

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13
Q

What is the difference between groups and teams?

A

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

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14
Q

Describe Maslows Hierarchy of Needs

A
  1. Self-actualisation - reaching potential
  2. Self-esteem - confidence/self-belief
  3. Belonging - social relationships
  4. Safety - personal security
  5. Physiological needs - food, water, etc
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15
Q

What are Tuckman’s stages of teamwork?

A
  1. Forming - beginning, polite stage
  2. Storming - becoming more familiar, less tolerant
  3. Norming/performing - accepting differences, productive
  4. Mourning/adjourning - sense of loss on moving on
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16
Q

What are Belbin’s team roles?

A

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
17
Q

What are De Bono’s hats?

A 
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
18
Q

What is the difference between management and leadership?

A

Management is doing things right; leadership is doing the right things

19
Q

What do managers do?

A

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

20
Q

What do leaders do?

A

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

21
Q

Describe: the Trait Theory

A

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?
22
Q

Describe: Behaviour Theory

A

It’s what leaders do that matters

23
Q

Describe: Contingency/ Situational Theory (Bass and Riggio, 2006)

A
  • 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
24
Q

Describe: Transactional Leadership

A

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
25
Q

Describe: Transformational Leadership

A

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

26
Q

Describe: Leader as a servant

A
  • 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
27
Q

Describe: Engaging Leadership Model

A

Personal qualities + core values

  • Being honest + consistent
  • Acting with integrity

Engaging individuals
Moving forward together
Engaging the organisation

I&P Year 2 (11 decks)

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