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N471 > Time Management and Critical Thinking > Flashcards

Time Management and Critical Thinking Flashcards

1
Q

What are the benefits of time management in nursing

A

prioritization

focus

perfecting skills

clinical thinking and clinical reasoning skills are used

real time documentation coverage

gives more time with patients

holistic care

focuses goals of care

allows intervention implenmentation

limits procrastinations

protects your license

work life balance

rest and restore

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2
Q

What are the 3 steps of the cycle of time management

A
  1. Allow time for planning and establish priorities
  2. Complete the highest priority task whenever possible and finish one task before beginning another (also delegate)
  3. Reprioritize based on the remaining tasks and on new information that may have been received

Repeat

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3
Q

What are the 4 types of tasks

A

I: Important and Urgent

II: Important and Not Urgent

III: Not Important and Urgent

IV: Not Important and Not Urgent

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4
Q

Examples of Type I Tasks (I,U)

A

crises

pressing problems

deadline driven projects, meetings, preparations

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5
Q

Examples of Type II Tasks (I, NU)

A

Preparations

presentations

values clarification

planning

relationship building

true recreation

empowerment

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6
Q

Examples of Type III Tasks (NI, U)

A

interruptions, some phone calls

some mail, some reports, some meetings

many proximate pressing matters

many popular activities

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7
Q

Examples of Type IV Tasks (NI, NU)

A

trivia, busy work

junk mail

some phone calls

time wasters

“escape” activities

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8
Q

What are some strategies for time management for Staff Nurses

A

Organization is Key - stay on top of tasks, don’t procrastinate, use tools, use resources, ask for help as needed

Group Activities - take room inventory, gather supplies, prep tasks/meds together, assist aides in tasks during assessment

Estimate time gaps - time in between tasks/meds, patient off floor, lunch/breaks, staff help

Document in Real Time

Use tools - report sheets, time grids, EMR grids, timers, color coded/other for learning styles

Complete work on time

Work time is work time - avoid distractions and socializing and media

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9
Q

Time Management Strategies for Nurse Leaders

A

unit and personal priorities of the day

identify goals

know the staff - strengths and needs, nursing v assistive personnel

evaluate changes and needs of the unit both long term and short term

keep a planner or calendar up to date for meetings

prepare meetings with agenda items in advance

allow time for unexpected issues, check in points through the day

anticipate changes and needed adjustments often

plan in breaks

leave on time

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10
Q

4 Major ways to Prioritize Time

A
  1. Deal with Interruptions (find quiet places to chart and for planning spaces, close a door, block out time as able)
  2. Avoid Procrastination
  3. Be mindful of personal time - avoid burn out
  4. Set limits - dont let others, tasks, and personal issues creep into work time
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11
Q

The more organized a person…

A

the less stressed they are

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12
Q

Leadership and communication are ____

A

interdependent

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13
Q

What should a leader be doing in order to promote time management and prevent stress

A

help others with managing time

role model behaviors and values

fiscal responsibility is tied with productivity

assists as needed on unit goals and tasks

balances work and life

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14
Q

Brans’ 12 Habits to Master for Personal Time Managemetn

A

12 habits to help prevent stress and promote productivity

  1. Strive to be authentic. be honest with yourself
  2. favor trusting relationships
  3. maintain a lifestyle that will give you maximum energy
  4. listen to your biorhythms and organize your day accordingly
  5. set very few priorities and stick to them
  6. turn down things that are inconsistent with your priorities
  7. set aside time for focused effort
  8. always look for ways of doing things better and faster
  9. build solid processes
  10. spot trouble ahead and solve problems immediately
  11. break your goals into small units of work and think only about one unit at a time
  12. finish what is important and stop doing what is no longer worthwhile.
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15
Q

___% of nurses feel burnout in their work

A

15

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16
Q

Time Management Tips

A

Prioritize Tasks

Set a Manageable Routine

Learn to Say No

Build a support system

dont be afraid to delegate

make sure you communicate

give yourself breaks

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17
Q

Decision Making

A

making a choice with a given set of options

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18
Q

Problem Solving

A

goes one step further than decision making

finding reason and asking why questions

requires critical thinking skills

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19
Q

Decision Making Process

A
  1. Define and analyze the problem
  2. Develop alternative solutions
  3. Evaluate the alternative solutions
  4. Select the best solution
  5. Implement your decisions
  6. follow up

repeat

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20
Q

Critical Thinking

A

Using the nursing process to obtain information and formulate a plan based on this knowledge

thinking through a situation to make sound judgment and apply the necessary interventions for the situation to reach a successful end goal.

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21
Q

Critical Reasoning

A

one step beyond critical thinking

bigger thinking - if I do this what will the outcome be and why

various levels of knowledge application

applies EBP

nursing dx and care plans come to fruition based on several aspects of the patient’s assessment, nurse’s knowledge and skill, and holistic interpretation of needs.

ASKING WHY IS THIS HAPPENING - WHY WOULD THE OUTCOME BE LIKE THIS

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22
Q

Nursing process

A

Assessment –> Nursing Dx–> Planning –> Implementation –> Evaluation –> REPEAT

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23
Q

Nurses must become ___ thinkers and use ___ ___

A

critical thinkers and use critical reasoning

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24
Q

Ways to Develop Clinical Reasoning Skills as New Nurses

A

Trust intuition

Assess early in shift

Notice subtle changes in status

Be thinking about the next best action due to change or “What if”

SBAR thinking (Situation background action response)

Evaluate how the patient responded to the intervention and if further action is needed

Learn your resources

Reflect on the outcome and how to improve next time

Seek help from seasoned peers

When in doubt always question

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25
Q

How can leaders enhance team clinical reasoning

A

provide education, discussion, reflect

work groups

practice counsels

evaluate the literature for EBP

support new nurses in training

know resources

apply the nursing process

communicate with your teams

offer support from seasoned nurses for mentorship

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26
Q

How to support others in decision making

A

recognize/celebrate difference and diversity (gender roles/views, past experiences/knowledge, personal choices, learning and thinking styles)

Do not rush the process, be patient

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27
Q

Results of Rushing Decisions

A

“Skydiving without a parachute” - lacking data prior to calling the provider or not having equipment ready

Assumptions overtake real data- prejudices of disease

Overconfidence can be detrimental, always ask - you are responsible for lives

not considering others POVs

shooting from the hip with no data to support

doing the first thing that comes to mind because you PANIC

28
Q

Novices nurses are focused on what

A

tasks - ex: assess pain, give medicine, check lists to complete

29
Q

Expert nurses focus on what

A

seek reasoning beyond the task, prevent situations, refine goals based on outcomes

30
Q

Novice have what qualities

A

linear thinking, black and white, no gray

react quickly, lack data for rationale

need clear instructions and guidelines

task oriented

learning to delegate and prioritize

internships and preceptor models well received

31
Q

Experts have what qualities

A

organize data well

assess early, put all the pieces together then act, prioritize

know when and how to get things done

timely

confident, leadership qualities

pays close attention to patient responses

vast knowledge, great preceptor/mentor

32
Q

What elements make up critical thinking

A

decision making

problem solving

professional judgment

creativity

33
Q

Decision Making

A

complex, cognitive process defines as choosing a particular course of action

34
Q

Problem Solving

A

part of decision making

systematic process focusing on analyzing a difficult situation

always include a decision making step

35
Q

What is the small but important difference decision making and problem solving

A

Although decision making is the last step in the problem solving process, it is possible for decision making to occur without the full analysis required in problem solving

36
Q

Critical Thinking

A

also called Reflective thinking

evaluation - broader scope of thought than decision making and problem solving

more complex than problem solving or decision making requiring higher order reasoning and evaluation and has both cognitive and affective components

37
Q

Clinical Reasoning

A

use of both knowledge and experience to make decisions at the point of care - using various types of knowledge

38
Q

Elastic thinking

A

bottom up process

non linear and creative way of thinking allowing overcoming of barriers

39
Q

Case Studies

A

stories that impart learning

40
Q

Simulation

A

provides learners opportunities for problem solving that have little or no risk to patients or to organizational performance

41
Q

Problem Based Learning (PBL)

A

provides opportunities for individuals to address and learn from authentic problems vicariously (small groups meet and analyze real life problems)

42
Q

Marquis Huston Critical Thinking teaching Model

A

4 overlapping spheres each as a component of teaching leadership and management

Didactic Theory, Personalized Learning, Problem Solving, Group Process

43
Q

Traditional Problem Solving Process

A
  1. Identify the problem.
  2. Gather data to analyze the causes and consequences of the problem.
  3. Explore alternative solutions.
  4. Evaluate the alternatives.
  5. Select the appropriate solution.
  6. Implement the solution.
  7. Evaluate the results.
44
Q

Managerial Decision Making Model

A
  1. Determine the decision and the desired outcome (set objectives).
  2. Research and identify options.
  3. Compare and contrast these options and their consequences.
  4. Make a decision.
  5. Implement an action plan.
  6. Evaluate results.
45
Q

Ethical Problem Solving Model

A
  1. DETERMINE whether there is an ethical issue or/and dilemma.
  2. IDENTIFY the key values and principles involved.
  3. RANK the values or ethical principles which—in your professional judgment—are most relevant to the issue or dilemma.
  4. DEVELOP an action plan that is consistent with the ethical priorities that have been determined as central to the dilemma.
  5. IMPLEMENT your plan, utilizing the most appropriate practice skills and competencies.
  6. REFLECT on the outcome of this ethical decision-making process.
46
Q

Recognition Primed Decision Model

A

intuitive decision making model

people are primed to act with intuition or gut feelings

47
Q

Critical elements of Decision making

A
  1. Define objectives clearly.
  2. Gather data carefully.
  3. Take the time necessary.
  4. Generate many alternatives.
  5. Think logically.
  6. Choose and act decisively.
48
Q

Confirmation bias

A

tendency to search for and favor information that confirms our beliefs while simultaneously ignoring or devaluing information that contradicts our beliefs

49
Q

One alternative in each decision should be…

A

to not do anything

50
Q

3 Ways People think Illogically

A

Overgeneralizing

Affirming the Consequences

Arguing from Analogy

51
Q

Overgeneralizing

A

This type of “crooked” thinking occurs when one believes that because A has a particular characteristic, every other A also has the same characteristic. This kind of thinking is exemplified when stereotypical statements are used to justify arguments and decisions.

52
Q

Affirming the Consequences

A

In this type of illogical thinking, one decides that if B is good and he or she is doing A, then A must not be good. For example, if a new method is heralded as the best way to perform a nursing procedure and the nurses on your unit are not using that technique, it is illogical to assume that the technique currently used in your unit is wrong or bad.

53
Q

Arguing from Analogy

A

This thinking applies a component that is present in two separate concepts and then states that because A is present in B, then A and B are alike in all respects. An example of this would be to argue that because intuition plays a part in clinical and managerial nursing, then any characteristic present in a good clinical nurse also should be present in a good nurse-manager. However, this is not necessarily true; a skilled nurse-manager does not necessarily possess all the same skills as a skilled nurse-clinician.

54
Q

Simon’s 2 Types of Management Decision Makers

A

Economic Man

Administrative Man

55
Q

Economic Man

A

rational decision maker

has complete knowledge of the problem or decision situation

has a complete list of possible alternatives

has a rational system of ordering preference of alternatives

selects the daily decision that will maximize utility

56
Q

Administrative Man

A

makes decisions that are good enough

because complete knowledge is not possible, knowledge is always fragmented

because consequences of alternatives occur in the future, they are impossible to predict accurately

usually chooses from among a few alternatives. not all possible ones

the final choice is satisficing rather than maximizing

57
Q

Satisficing

A

term describing decisions that may not be ideal but result in solutions with adequate outcomes

58
Q

Decision Grid

A

visual representation of the alternatives and comparing them based on criteria that are the same among them

59
Q

Examples of Decision Making Tools

A

Decision Grids

Payoff Tables

Decisions Trees

Consequence Tables

Logic Models

Program Evaluation and Review technique (PERT)

60
Q

PERT

A

program evaluation and review technique

a flow chart that predicts when events and activities must take place if a final even is to occur

61
Q

Logic Models

A

schematic or picture of how programs are intended to operate

62
Q

Short Term Plans

A

period of 1 hour to 3 years

usually less complex than strategic or long range plans

63
Q

Time Management

A

the optimal use of available time

64
Q

Prioritizing things can be in 3 categories

A

dont do

do later

do now

65
Q

Decision Relayed Action Orientation

A

Theory that those who tend to hesitate or procrastinate show higher amygdala volume providing a neural signature called an “amygdala hijack:

66
Q

Major Time Wasters

A

Technology

Socializing

Paperwork Overload

Poor filing system

Interruptions

67
Q

All 12 of Brans Habits for time Management are directed at what

A

being self aware regarding what is important to accomplish in one’s life, staying focused on things that matter, taking care of oneself, and following through in a timely and consistent manner.

N471 (12 decks)

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