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NPD-BC > Leadership > Flashcards

Leadership Flashcards

1
Q

NPD Leadership principles

A

Delegation, Conflict Resolution, Change Management, Environmental scanning, Resource Management, Professional Development, Group facilitator

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2
Q

Delegation- five rights

A
  1. right task
  2. right person
  3. right circumstance
  4. right direction/communication
  5. right supervision and evaluation
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3
Q

How to develop nurses abilities to delegate

A

Nurse practice act
Critical thinking/clinical judgement
Interpersonal skills
Supervision skills

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4
Q

Goal of NPD in conflict resolution

A

create safe space, seek to learn and actively listen

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5
Q

Avoidance

A

issues avoided, not addressed or resolved

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6
Q

Competition

A

lack of compromise, win-lose situation

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7
Q

Accomodation

A

focus on preserving relationship not resolving conflict, win-lose situation

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8
Q

Compromise

A

each party gives up something, lose-lose

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9
Q

Collaboration

A

active engagement, mutually agreed upon, win-win

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10
Q

Conflict resolution process

A
  1. restate information shared
  2. find common ground
  3. separate people from issues
  4. define stakeholders interest
  5. focus on interest not positions
  6. define options
  7. clarify benefits
  8. reach agreement (collaboration) win- win results
  9. hold gains and employ process for implementing and contingency planning
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11
Q

DECIDE Model

A

D-Define the problem
E- Establish Criteria
C-Consider alternatives
I- Identify best alternatives
D- Develop and implement plan of action
E- Evaluate and monitor the solution

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12
Q

Leader

A

Influences group to achieve a common goal

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13
Q

Manager

A

organization and coordination of activities to meet organizational goals

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14
Q

Authoritarian Leader

A

strong control over group and does not involve others in decision making process

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15
Q

Democratic

A

less control over group- involves others in decision making process or allows group to make decisions

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16
Q

Laissez- Faire

A

little to no control over group-

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17
Q

Transformational Leadership

A

guides others based on values and goals influencing others within results in elevated motivation and performance level

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18
Q

Shared Governance

A

structure that promotes culture of empowerment, autonomy, decision making that occurs by staff that performs work

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19
Q

Outcomes of Shared Governance

A

Improved quality of care, improved patient outcomes, team cohesiveness, job satisfaction, retention

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20
Q

NPD role in Shared Governance

A

participate or lead, promote culture of life-long learning, champion for scientific inquiry, identification of practice change opportunities, serve as a mentor for council leaders and members, role model professional team behaviors

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21
Q

Macrosystem

A

Organization

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22
Q

Mesosystem

A

division level: nursing

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23
Q

Microsystem

A

unit level

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24
Q

What are department goals based on?

A

broad outcomes that guide objectives and strategies, provides framework for expectations, direction and resource allocation

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25
Q

Vision statement

A

oriented toward the future, guides interventions and strategies as well as department objectives, reflects purpose and direction

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26
Q

NPD role in organizational design

A

understand organizational culture, delineate structure and lines of organizational authority, align educational activities and planning with organizational mission, vision, goals and strategic plan

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27
Q

Hybrid NPD Department

A

centralized and decentralized- NPD practioners report to both nursing manager and NPD director

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28
Q

Centralized NPD Department

A

NPDs report to NPD director

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29
Q

Decentralized NPD Department

A

NPDs report to nurse manager, NPD director is separate

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30
Q

NPD competencies related to change

A

opportunities for NPD interventions, conduct environmental scanning, share expertise in change process and management, champion scientific inquiry, advocate QI, data, evidence, best practices, new knowledge

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31
Q

Lewin’s Change Theory

A

unfreeze, movement, refreeze

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32
Q

Unfreezing

A

motivate, prepare, build trust, demonstrate need for change

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33
Q

movement

A

persuade, encourage, gain support

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34
Q

refreezing

A

reinforce

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35
Q

Roger’s Change Theory

A

awareness, interest, evaluation, trial, adoption

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36
Q

Lippitt’s Change Theory

A

seven steps focuses on role and responsibility of change agent than evolution of change

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37
Q

Lippitt’s seven steps

A
  1. diagnose the problem
  2. assess motivation and capacity for change
  3. assess resources and motivation for change
  4. choose progressive change objects
  5. determine role of change agent
  6. maintain change
  7. gradually terminate helping relationship
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38
Q

Appreciative inquiry

A

based on positive strengths of an organization

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39
Q

Discovery

A

mobilizing and engaging (what is working well)

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40
Q

Dream

A

creating vision (where can be)

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41
Q

Design

A

positive core of the organization

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42
Q

Destiny

A

sustainability of change within the organization

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43
Q

Kotter’s Change theory

A
  1. Establish urgency
  2. Create team to lead
  3. Develop vision and strategy
  4. Communicate vision
  5. Empower action
  6. Generate short term wins
  7. Consolidate gains to produce more change
  8. Anchor new approaches in the culture
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44
Q

What is the first step when planning for change?

A

State the change that is needed

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45
Q

What are the steps when planning for change?

A
  1. state the change
  2. diagnose the problem
  3. identify alternatives
  4. select the best option
  5. plan for implementation
  6. determine timetable for implementation
  7. evaluate change process
  8. maintain and stabilize the change
  9. termination of change relationship/change team
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46
Q

What is the best way to overcome resistance to change?

A

communication- identify impending changes, reasons for change, performance expectations, provide two way feedback

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47
Q

What is the NPDs role in change?

A

Facilitate, support and collaborate

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48
Q

How to enhance NPD influence?

A
  1. Align NPD goals with organizational goals
  2. Environmental scanning
  3. Use data
  4. Be accountable
  5. Be present
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49
Q

Negotiation

A

determine and agree to mutually agreed upon decision

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50
Q

Environmental Scanning

A

continuous process to identify opportunities or threats that generate a practice gap- issues, innovations or trends

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51
Q

What are components of environmental scanning?

A

workforce, practice environment, organization, technological influence, political influence, professional development changes

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52
Q

Capital Budget

A

purchase or maintenance of durable assets that have impact beyond budget year purchased

example- simulation equipment

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53
Q

Operational Budget

A

day to day, developed annually for fiscal year

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54
Q

Direct cost

A

supplies, speaker, fees, room rental for learning activity

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55
Q

Indirect Cost

A

services that do not directly relate to a learning activity

example- staff salary to teach class

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56
Q

Overhead cost

A

maintaince of building, utilities

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57
Q

Fixed Cost

A

cost that does not change based on participant

58
Q

Variable Cost

A

fluctuate with number of participants

example- hand outs

59
Q

Unit/Department budget

A

highest level of budget- summary of financial information for all programs and related activities for which NPD department is responsible

60
Q

Cost- benefit analysis

A

quantifies the benefits of a program = cost

compares calculated benefited cost to program cost

61
Q

Cost-effectiveness analysis

A

compares cost to program and educational outcomes

demonstrates value of training outcomes

62
Q

Break-even analysis

A

calculation of costs to ensure revenue equals expense

63
Q

Forming

A

orientation, any change in membership will return the group to this stage

*testing roles and establishing boundaries in this stage

64
Q

Storming

A

conflict arises, boundaries are clarified, doubt about role/function, resistance and change emerge

65
Q

Norming

A

resistance is overcome, group behaviors are established and set, group cohesiveness and identity emerge

66
Q

Performing

A

roles become flexible, group energy is channeled, structure issues disappear

67
Q

Adjourning

A

tasks are completed, planning for dissolving roles, may experience separation anxiety, mourning loss of the group

68
Q

Focus group

A

facilitated by someone with no vested interest in the outcome, agenda is open ended questions to generate and prioritize ideas

69
Q

Nominal group technique

A

structured brainstorming process intended to encourage participation, list of ideas are created, can be prioritized/acted upon

70
Q

Multi-voting

A

consensus building tool

71
Q

Delegation, Conflict Resolution, Change Management, Environmental scanning, Resource Management, Professional Development, Group facilitator

A

NPD Leadership principles

72
Q
  1. right task
  2. right person
  3. right circumstance
  4. right direction/communication
  5. right supervision and evaluation
A

Delegation- five rights

73
Q

Nurse practice act
Critical thinking/clinical judgement
Interpersonal skills
Supervision skills

A

How to develop nurses abilities to delegate

74
Q

create safe space, seek to learn and actively listen

A

Goal of NPD in conflict resolution

75
Q

issues avoided, not addressed or resolved

A

Avoidance

76
Q

lack of compromise, win-lose situation

A

Competition

77
Q

focus on preserving relationship not resolving conflict, win-lose situation

A

Accomodation

78
Q

each party gives up something, lose-lose

A

Compromise

79
Q

active engagement, mutually agreed upon, win-win

A

Collaboration

80
Q
  1. restate information shared
  2. find common ground
  3. separate people from issues
  4. define stakeholders interest
  5. focus on interest not positions
  6. define options
  7. clarify benefits
  8. reach agreement (collaboration) win- win results
  9. hold gains and employ process for implementing and contingency planning
A

Conflict resolution process

81
Q

D-Define the problem
E- Establish Criteria
C-Consider alternatives
I- Identify best alternatives
D- Develop and implement plan of action
E- Evaluate and monitor the solution

A

DECIDE Model

82
Q

Influences group to achieve a common goal

A

Leader

83
Q

organization and coordination of activities to meet organizational goals

A

Manager

84
Q

strong control over group and does not involve others in decision making process

A

Authoritarian Leader

85
Q

less control over group- involves others in decision making process or allows group to make decisions

A

Democratic

86
Q

little to no control over group-

A

Laissez- Faire

87
Q

guides others based on values and goals influencing others within results in elevated motivation and performance level

A

Transformational Leadership

88
Q

structure that promotes culture of empowerment, autonomy, decision making that occurs by staff that performs work

A

Shared Governance

89
Q

Improved quality of care, improved patient outcomes, team cohesiveness, job satisfaction, retention

A

Outcomes of Shared Governance

90
Q

participate or lead, promote culture of life-long learning, champion for scientific inquiry, identification of practice change opportunities, serve as a mentor for council leaders and members, role model professional team behaviors

A

NPD role in Shared Governance

91
Q

Organization

A

Macrosystem

92
Q

division level: nursing

A

Mesosystem

93
Q

unit level

A

Microsystem

94
Q

broad outcomes that guide objectives and strategies, provides framework for expectations, direction and resource allocation

A

What are department goals based on?

95
Q

oriented toward the future, guides interventions and strategies as well as department objectives, reflects purpose and direction

A

Vision statement

96
Q

understand organizational culture, delineate structure and lines of organizational authority, align educational activities and planning with organizational mission, vision, goals and strategic plan

A

NPD role in organizational design

97
Q

centralized and decentralized- NPD practioners report to both nursing manager and NPD director

A

Hybrid NPD Department

98
Q

NPDs report to NPD director

A

Centralized NPD Department

99
Q

NPDs report to nurse manager, NPD director is separate

A

Decentralized NPD Department

100
Q

opportunities for NPD interventions, conduct environmental scanning, share expertise in change process and management, champion scientific inquiry, advocate QI, data, evidence, best practices, new knowledge

A

NPD competencies related to change

101
Q

unfreeze, movement, refreeze

A

Lewin’s Change Theory

102
Q

motivate, prepare, build trust, demonstrate need for change

A

Unfreezing

103
Q

persuade, encourage, gain support

A

movement

104
Q

reinforce

A

refreezing

105
Q

awareness, interest, evaluation, trial, adoption

A

Roger’s Change Theory

106
Q

seven steps focuses on role and responsibility of change agent than evolution of change

A

Lippitt’s Change Theory

107
Q
  1. diagnose the problem
  2. assess motivation and capacity for change
  3. assess resources and motivation for change
  4. choose progressive change objects
  5. determine role of change agent
  6. maintain change
  7. gradually terminate helping relationship
A

Lippitt’s seven steps

108
Q

based on positive strengths of an organization

A

Appreciative inquiry

109
Q

mobilizing and engaging (what is working well)

A

Discovery

110
Q

creating vision (where can be)

A

Dream

111
Q

positive core of the organization

A

Design

112
Q

sustainability of change within the organization

A

Destiny

113
Q
  1. Establish urgency
  2. Create team to lead
  3. Develop vision and strategy
  4. Communicate vision
  5. Empower action
  6. Generate short term wins
  7. Consolidate gains to produce more change
  8. Anchor new approaches in the culture
A

Kotter’s Change theory

114
Q

State the change that is needed

A

What is the first step when planning for change?

115
Q
  1. state the change
  2. diagnose the problem
  3. identify alternatives
  4. select the best option
  5. plan for implementation
  6. determine timetable for implementation
  7. evaluate change process
  8. maintain and stabilize the change
  9. termination of change relationship/change team
A

What are the steps when planning for change?

116
Q

communication- identify impending changes, reasons for change, performance expectations, provide two way feedback

A

What is the best way to overcome resistance to change?

117
Q

Facilitate, support and collaborate

A

What is the NPDs role in change?

118
Q
  1. Align NPD goals with organizational goals
  2. Environmental scanning
  3. Use data
  4. Be accountable
  5. Be present
A

How to enhance NPD influence?

119
Q

determine and agree to mutually agreed upon decision

A

Negotiation

120
Q

continuous process to identify opportunities or threats that generate a practice gap- issues, innovations or trends

A

Environmental Scanning

121
Q

workforce, practice environment, organization, technological influence, political influence, professional development changes

A

What are components of environmental scanning?

122
Q

purchase or maintenance of durable assets that have impact beyond budget year purchased

example- simulation equipment

A

Capital Budget

123
Q

day to day, developed annually for fiscal year

A

Operational Budget

124
Q

supplies, speaker, fees, room rental for learning activity

A

Direct cost

125
Q

services that do not directly relate to a learning activity

example- staff salary to teach class

A

Indirect Cost

126
Q

maintaince of building, utilities

A

Overhead cost

127
Q

cost that does not change based on participant

A

Fixed Cost

128
Q

fluctuate with number of participants

example- hand outs

A

Variable Cost

129
Q

highest level of budget- summary of financial information for all programs and related activities for which NPD department is responsible

A

Unit/Department budget

130
Q

quantifies the benefits of a program = cost

compares calculated benefited cost to program cost

A

Cost- benefit analysis

131
Q

compares cost to program and educational outcomes

demonstrates value of training outcomes

A

Cost-effectiveness analysis

132
Q

calculation of costs to ensure revenue equals expense

A

Break-even analysis

133
Q

orientation, any change in membership will return the group to this stage

*testing roles and establishing boundaries in this stage

A

Forming

134
Q

conflict arises, boundaries are clarified, doubt about role/function, resistance and change emerge

A

Storming

135
Q

resistance is overcome, group behaviors are established and set, group cohesiveness and identity emerge

A

Norming

136
Q

roles become flexible, group energy is channeled, structure issues disappear

A

Performing

137
Q

tasks are completed, planning for dissolving roles, may experience separation anxiety, mourning loss of the group

A

Adjourning

138
Q

facilitated by someone with no vested interest in the outcome, agenda is open ended questions to generate and prioritize ideas

A

Focus group

139
Q

structured brainstorming process intended to encourage participation, list of ideas are created, can be prioritized/acted upon

A

Nominal group technique

140
Q

consensus building tool

A

Multi-voting

NPD-BC (5 decks)

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