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Nurs 204 > Lecture 8 > Flashcards

Lecture 8 Flashcards

1
Q

Upward Communication

A
  • Subordinates up to superiors
  • Organization lack this, superiors arent aware of problems,
  • negatively impacting quality productivity and frustration levels
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2
Q

Pelz Effect

A

Subordinates have higher job satisfaction if feel superiors have influence on decisions at higher levels

If supervisors seen as supportive, it increases openness and satisfaction

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3
Q

Downward Communication

A
  • Superiors to subordinates
  • Primarily specifics of how to do job, rationales, organizational policies & procedures, performance feedback, etc.
  • Method (memo, newsletter, face-to-face) depends on situation
  • Good managers develop & send ethical, other-oriented messages & should address hostile environments
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4
Q

What makes an environment hostile

A
  • Difference in opinions
  • Verbal Abuse
  • Substance Abuse
  • Patronizing
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5
Q

**Harassment and Assault Policies at Canadian Universities

St. Marys uni

A

-Some looks (girls) look puzzled and confused

-Chant that mentioned,
offensive, non-consensual, under age sexual harassment’

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6
Q

**Harassment and Assault Policies at Canadian Universities

Carleton uni rape Brittany galler

A
  • Who was considered to be a friend
  • Woke up in her room the next morning with her clothes off
  • School has no direct policies or provincial oversight to implement report sexual harassment.
  • Took 6 days to take any action
  • Policy doesn’t specify what direction a student should do when assaulted.
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7
Q

-“University of Saskatchewan views the full spectrum of harassment (bullying, discrimination & sexualized violence) as

A

health-harming behavior that can undercut the human capacity to thrive and disrupt our working and learning environment”

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8
Q

Horizontal Communication

A
  • Coworkers at the same level
  • Most often work related

-informal communication “grapevines” (inaccurate but enhance teamwork & develop independence

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9
Q

Outward Communication

A
  • To outside organizations
  • Include client input on needs and performance

-Hospitals are using outward advocates to imply ideas for infrastructure, health care org. and more.

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10
Q

How do we define where we stand on this apparent communication hierarchy? (VIDEO)

A
  • Routine Operation
  • Death of wife, operation went wrong
  • Awareness of who was the lead was lacking
  • due to death of wife, report accountability was breached
  • nurses perspectives were different
  • nurse called for intensive care bed to be delivered
  • Attending and physicians ignored/belittled
  • caused misguided approach of procedure
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11
Q

CIHC Six Interprofessional Competency Framework Domains

A
  1. Interprofessional communication
  2. Pt/Client/family/ community centred care
  3. Role clarification
  4. Team functioning
  5. Collab leadership
  6. Interprofessional conflict resolution
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12
Q

INterprofessional COmmunication

A
  • make team work communication principles
  • actively listen to team members/pt/client/families
  • communicate to ensure common understanding of care decisions
  • develop trusting relationships with pt/clients/families/team
  • use info and communication tech to improve interprofessional client-centered care (standardized communication tools)
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13
Q

Collective Competence

A

“Health care is full of highly competent individuals… BUT, only sometimes do they come together to form a competent team”

  • Designing of seamless way of communicating (e-health)
  • shifting for primary health care team approach (less specific speciality more collab)
  • impactful point of failure
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14
Q

How do we adapt our thinking toward a collective competence to provide better pt care

A
  1. More seamless transfer of accurate info (ehealth)
  2. Shift to primary health care team approach
  3. Address most impactful points of failure in collective competence first (target initiatives)
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15
Q

Conflict management

A

** Reasons for conflict -> 10% difference in opinion, 90% wrong tone of voice

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16
Q

Interpersonal Conflict

A
  • an expressed struggle
  • between two independent people
  • Perceived goal incompatibility, scare resources, interference from others
  • who are attempting to achieve their specific goals
17
Q

Spectrum

A

Mild differences - dispute - campaign - litigation - fight

18
Q

Pseudo - Conflict

A
  • misunderstanding and miscommunication - miss meaning of message
  • Perception checking, watch for non-verbal cues, establish supportive not defensive climate
19
Q

Simple Conflict

A

Different stands on issues (ideas, definition, goals)

-Clarify understanding, tackle one issue at a time, find truth in what they say, take time to cool off

20
Q

Ego Conflict

A

Personal attacks
-each becoming more defensive about position
and issues become entangled

-try to steer back to simple conflict, focus on solving issue not the battle, write down what you want to say, vow not to reciprocate (use I language)

21
Q

Myths - Conflict is always

A

A Sign of poor interpersonal relationship
-oversimplification as free expression of disagreement is sign of a healthy relationship

To be avoided
-normal part of relationships

Because misunderstandings

able to be resolved (agree to disagree sometimes)

22
Q

Conflict Management Styles

Avoidance: Lose Lose

A
  • Try to side step issue
  • demand-withdrawal pattern

Advantage
-Time to think, cool down, assess options, put things in perspective

Disadvantage
-may appear don’t care about other person, conflict remains unresolved

-Nursing students scored highest for avoiding and accommodating behaviours

23
Q

Conflict Management Styles

Accommodation: Lose - win

A
  • give into demand
  • seek approval
  • avoid scene

Advantage
-Show they are reasonable, gain credibility if trivial issue, appropriate if you are wrong/made mistake

Disadvantage:
-produces a pseudo-solution because issue not resolved, others may take advantage of you, may prevent finding a real solution

-Nursing students scored highest for avoiding and accommodating behaviours

24
Q

Conflict Management Styles

Competition: Win - Lose

A
  • Stresses winning, blaming others
  • Resort to threats and warnings
  • appropriate if you believe position is correct and anything less harmful to you/others
  • Less likely to use competing or collaborating strategies
  • age was sig, indicator.
25
Q

Conflict Management Styles

Compromise: lose/win-lose/win

A

-Each person gives a bit

Advantage:
-May find quick and/or temp solution, reinforces perception of equal power, save face

Disadvantage:
- May leave no one pleased, may be avoiding underlying issues

26
Q

Conflict Management Styles

Collaboration- Win-win

A
  • Use other-oriented strategies to achieve positive solution for everyone
  • Fisher & Ury’s Principals: separate people from the problem, focus on shared interests, generate many options, & base decisions on objective criteria

Advantage:
-enhances commitment, builds rapport, considers other’s feelings

Disadvantage:
-Takes time, skill, patience and energy

  • Less likely to use competing or collaborating strategies
  • age was sig, indicator.

-older students more likely to use collaborating style of conflict resolution

27
Q

SBAR – Kaiser Permanente

A

-Communicating critical info that requires urgent attention

o (S)ituation: What is happening with the patient?
o (B)ackground: What is the clinical background?
o (A)ssessment: What do you think the problem is?
o (R)ecommended: What needs to be done?

28
Q

Dare to Disagree TED TALK

A

Openness alone does not drive change*

 We need recognize that people are going to think differently than us
 Find ways to engage with them
 Need people who really care
 Be prepared to change our minds

29
Q

Interprofessional Conflict Resolution

A

Team members address conflict constructively by:

  • Valuing positive nature of conflict
  • identifying common situation that are less likely to lead to conflict, role ambiguity, power gradients, differences in goals
  • Knowing and understanding strategies to deal with conflict
  • Setting guidelines for addressing disagreements
  • address and resolve disagreements including analyzing causes of conflict (reach acceptable solution)
  • Establishing safe environment to express diverse opinions
  • Developing a level of consensus with those with differing views
  • allowing all members to feel their view points have been heard no matter what the outcome

Nurs 204 (9 decks)

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