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Quality > Quiz 2: learning outcome 2 & 5 > Flashcards

Quiz 2: learning outcome 2 & 5 Flashcards

1
Q

Describe the listening process

A

Listen-observe body language

Summarize- “if I understand you correctly”

Question- Ask open-ended questions beginning with who, what, and where

Pause- Wait for them to stop speaking, do not interrupt

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2
Q

What are strategies for managing conflict?

A
  1. Focus on things that are within your control
  2. Change your perspective
  3. Review your personal goals
  4. Change your response
  5. Check your impulse control
  6. Act like a third-party mediator
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3
Q

Describe the 5 types of conflict management

A

1) Avoiding
Lose-Lose
Ineffective but can be appropriate when the outcome of conflict does not matter to you. This indicates low openness to and low respect for other people’s ideas

2)Accommodating
Lose-win: One side is satisfied the other is not Addresses the concerns of the other party rather than your own, People who are too accommodating can be seen as indecisive or easily manipulated

3)Compromising
Lose-Lose- Neither side is satisfied. Can be effective Can foster creativity and team-work. Don’t settle just to avoid conflict

4)Collaborating
Win-win Optimal approach With input from all parties, everyone feels validated

5)Competing
Not productive- aims to control rather than progress

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4
Q

What type of conflict management is optimal? Why?

A

Collaborating, uses input from all parties, everyone feels validated

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5
Q

What does verbal communication involve?

A
  1. introduce yourself and your role
  2. use active listening
  3. be patient when others are speaking
  4. don’t talk over others
  5. ask them to repeat themselves if you don’t understand
  6. use an interpreter when required
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6
Q

What does non-verval communication involve?

A
  1. body language
  2. ASL
  3. writing
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7
Q

What should written communication include?

A
  • clarity and conciseness
  • proper spelling
  • don’t use emojis
  • don’t write anything you wouldn’t say in person
  • not a substitute for face-to-face communication
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8
Q

What are barriers to effective communication?

A
  • someone who is upset and can’t be reasoned with
  • hearing impairment
  • visual impairment
  • speech impairment
  • language barrier
  • age
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9
Q

Which generations are more tech savvy? Which ones might struggle with new technology?

A

Millennials to Gen Z are more tech savvy compared to Gen X/ Baby Boomers

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10
Q

What are some ways to deal with difficult people?

A

1) Control your response: don’t reflect their behaviour
2) Ignore their behaviour
3) Walk Away
4) Change your attitude
5) Change your approach

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11
Q

What are common problem behaviours in co-workers and patients?

A

1) Bully: Intelligent but often insecure; feel a need to dominate
2) Provocateur: appear innocent but snipe at people behind their backs
3) Know-It-All: need to feel right and crave attention due to low self-esteem
4) Liar: people will lie to protect themselves; make sure you have a witness to cover your back
5) Manipulative: passive aggressive, demand proof for their statements
6) Complainer: love to complain but don’t offer solutions; direct them to put it in writing for supervisor
7) Silent: introverted with little communication
8) Social Butterfly: can interfere with work due to chatting

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12
Q

What are 3 benefits of teams?

A
  • Improved quality and productivity
  • Greater innovation and problem-solving
  • Reduced operating costs and turnover
  • Better communication, job satisfaction, and quality of life
  • Shared responsibilities relieve individual employee stress, and increases feelings of satisfaction and commitment
  • Gives the individual a sense of ownership and accomplishment
  • Less communication barriers
  • Allows for specialization which is efficient when managing a demanding workload
  • Trust and responsibility to the team prompts members to go the extra mile
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13
Q

Why might teams fail?

A

1) failure to prepare managers for their changing roles
2) failure to prepare team members
3) inapropriate reward and compensation
4) inadequate training
5) minimal up-front planning

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14
Q

What are the five factors that make up the competencies for teams?

A

(KESAA)
1. Knowledge: education
2. Experience: time spent applying knowledge
3. Skills: training
4. Aptitude: natural talent and capacity
5. Attitude: disposition, mood

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15
Q

Stages of Team Development

A

1) Forming: individual identities, clarify purposes, set rules

2) Storming: members think as individuals, leaders’ authority may be tested, arguments and competitive behaviour

3) Norming:more cooperation and individuals work as a team

4) Performing: satisfaction with team membership and significant progress towards goal

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16
Q

Problems experienced by teams

A

1) Distrust: make sure everyone supports mission; remove those who don’t
2) Conflict: not really a problem unless it’s interpersonal
3) Lack of commitment, accountability and loss of focus

17
Q

Difference between adaptability and flexibility

A

Adaptability is when you make a permanent changes (willingness to respond to disruptive change)

While flexibility is a quality that allows you to work with making adjustments on the fly (willingness to work towards broader goal)

18
Q

What drives change?

A
  • technology
  • laws and policies
  • management
19
Q

What physiological response is triggered by change?

A

Stress (anxiety)

20
Q

Strategies to being adaptable

A
  • Pace and focus, gather your thoughts
  • All changes are unfamiliar and you need to build new skills, go slow and have patience
  • Understand that change is needed: think of what change will mean to you, your workflow, your patients and your facility
  • If you see the purpose for change, its easier to embrace it
21
Q

What are some forces for change?

A

(+)
- Customer demands
- New management
- New competitors

22
Q

What strategies were taken to try to find the balance between caring for COVID-19 patients and patients with other heath issues?

A
  1. Hospitals prioritized life-saving and urgent treatments
  2. Hospitals retrained and shifted human resources to support areas of greatest need
  3. Surgeries were cancelled or delayed
  4. ERs triaged people virtually, redirected people who could be seen elsewhere and offered virtual visits to reduce crowding in waiting rooms.
  5. Virtual care became a key tool for primary care physicians and specialists
23
Q

What are some forces against change?

A

(-)
- Fear of job loss
- Fear of competence
- Peer pressure to resist
- Rewards set for current behaviours/outcomes

24
Q

What is an example of change in one area impacting other areas of healthcare services?

A

E.g., New drop-off window in lab to receive specimens

Impact on IT, housekeeping, other staff (recieving vs dropping off samples)

25
Q

What does communicating effectively involve?

A
  1. Choosing your words carefully
  2. Saying them clearly
  3. Supporting them with appropriate body language
26
Q

How do you actively listen?

A
  • You will often be the one to initiate the conversations
  • You need to be involved in the conversation, keep it moving, understand what they are saying and consider their body language
  • Be prepared to introduce yourself, pronounce your name clearly and spell it out. Be patient and have a sense of humour if they have problems with it
27
Q

How do you communicate with a person who is hearing impaired?

A
  • Pronounce words clearly, they might be able to read lips
  • Speak in easier words as medical terminology can be difficult to understand
  • Make sure to ask them if they understood what you said, could get them to repeat it to ensure they heard right
  • Writing would avoid all confusion
  • Some might have interpreters with them for ASL, do not speak solely to the interpreter
  • If the person interpreter is a family member, be careful of confidentiality. May need to get a hospital interpreter
28
Q

How do you communicate with a person who is visually impaired?

A
  • Announce when you enter and leave their room
  • Be sure to clearly identify yourself and anyone you brought with you, your role and why you are there
  • Give constant verbal directions as you move around or perform a procedure
  • If escorting, you can offer them your arm
  • Place their hand on the back of the chair if they’d like to sit
29
Q

How do you communicate with a child?

A
  • Go down to their level and maintain eye contact while you speak to them
  • Call them by their name, speak to the child first and use simple language
  • Try to keep the parents calm, the way they act could influence the child
30
Q

Give 3 characteristics of how speaking can be kept professional?

A
  • Avoid sharing too much information about your life
  • Private conversations like health, salary, and relationships should be reserved for outside of work
  • Speaking in other languages could alienate co-workers or patients
31
Q

Give 3 characteristics of how writing can be kept professional?

A
  • Keep communication short and to the point
  • Should contain brevity: be clear, interesting, and concise
  • Misspelled words or crude language can distract from your message and turn off a potential employer
  • Be careful of word choice and tone, easy to come off as negative
32
Q

Describe the Avoiding stage of conflict management:

A

LOSE-LOSE

  • Ultimately is ineffective, and is only appropriate when the outcome of the conflict doesn’t matter to you
  • Indicates low openness and low respect for other people’s ideas
33
Q

Describe the Accommodating stage of conflict management:

A

LOSE-WIN

  • Only one side is satisfied since one person has to accommodate the other
  • Different from compromise as you lose and think of the other person’s needs
  • If you’re too accommodating, then you’ll be perceived as indecisive and be easily manipulated
34
Q

Describe the Compromise stage of conflict management:

A

LOSE-LOSE

  • Neither side is satisfied as neither party gets what they want
  • Can be effective if both parties are satisfied as it can promote creativity and teamwork
  • Easy to settle just to avoid conflict
35
Q

Describe the Collaborating stage of conflict management:

A

WIN-WIN

  • CSMLS states this is the best way to overcome conflict
  • Involves seeking each party’s input and makes everyone feel validated
  • Best case scenario is collaborating with people of various experience levels, for example creating an SOP or testing out new equipment
  • If you’re always the “go-to” person you could seem controlling or interfering
36
Q

Describe the Competing stage of conflict management:

A

AIMS FOR CONTROL

  • Not productive as the person aims for control rather than progress
  • Competitive people often don’t care what happens as long as they win
37
Q

List 3 Conflict Resolution Skills

A
  • Find common ground
  • Set a positive example
  • Facilitate other peoples ideas
38
Q

What are the 4 ways to be accountable?

A
  1. Ownership: Owning up to your mistakes without excuses and focusing on how to fix them.
  2. “Not my job”: There will be times you’ll be asked to do something that’s not your job, help where you can
  3. Trust and being Worthy of Trust: Always having the courage to tell the truth, even if it’s embarrassing, difficult or inconvenient.
  4. Avoiding Gossip: Do not gossip, it’s highly destructive and just because others do doesn’t mean you should.
    - Always assume that what you say will be repeated.
    - If gossiping occurs, say something positive about the person change the subject or leave

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