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45 Cards in this Set
- Front
- Back
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What is the definition of "Decision Making"? |
A complex, cognitive process of choosing a particular course of action; the thought process of selecting a logical choice from available options |
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What is the definition of "Problem Solving"? |
A part of decision making; systematic process focusing on analyzing a difficult situation involving higher-order reasoning and evaluation |
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When decision making, how many options should you have and what should one of those always be? |
Should always have 3 options with one of them to stay the same. |
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What is important to know about problem solving and decision making? |
Decision making doesn't always solve the problem. A decision may be needed to save time. |
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What is critical thinking? |
The mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion |
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What is critical reasoning? |
integrating and applying different types of knowledge to weigh evidence, critically think about arguments, and reflect upon the process used to arrive at diagnosis |
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What is the difference between critical thinking and critical reasoning? |
Critical thinking is the knowledge, information and educational step and critical reasoning is how the knowledge and information is applied. |
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What are the characteristics of a critical thinker? |
* Insight (understanding of the situation) * Intuition (knowing which one should be taken care of first) * Empathy (feeling for the patient - they're scared) * Willingness to take action (never ask someone else to do what you can do - can help with assessment) |
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What does a leader do? |
* empowers others, maximizes workforce effectiveness * are needed to implement the planned change that is part of system improvement |
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What do managers do? |
* Guide, direct, and motivate others * Intervene when goals are threatened * Emphasize control (organized chaos) |
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What is the difference between leaders and managers? |
Leaders aren't always part of formal organization and are often do not have authority, whereas managers are always an assigned position and have legitimate authority. |
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What are the 10 leadership flaws? |
•1. A lack of energy and enthusiasm •2. Acceptance of their own mediocre performance •3. Lack of a clear vision and direction •4. Having poor judgment •5. Not collaborating •6. Not walking the talk •7. Resisting new ideas •8. Not learning from mistakes •9. A lack of interpersonal skills •10. Failing to develop others |
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What are the different theories of leadership? |
* Great man (strongest, bravest, etc.) * Behavioral theories (Auth, demo, laissez-faire) * Interactional * Transactional and transformational * Full range |
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What is a transactional leader? |
•Focuses on management tasks •Is a caretaker •Uses trade-offs to meet goals •Does not identify shared values •Examines causes •Uses contingency reward •More focused on day to day operations |
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What is a transformational leader? |
•Identifies common values •Is committed •Inspires others with vision •Has long-term vision •Looks at effects •Empowers others •More focused on the bigger picture |
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What are elements common to communication? |
* The climate (external vs. internal) * up the chain of command vs. down * the message be it written, verbal or nonverbal |
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Why is communication important? |
* It is the most critical leadership skill * It is a high level management function * It impacts all management activities * The ability to communicate effectively often determines success as a leader-manager |
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What are the internal factors affecting change and communication? |
Factors such as values, feelings, temperament, and stress levels of both the sender and receiver. |
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What are the external factors affecting change and communication? |
Factors such as weather, temperature, timing, status, power, authority, and the organizational climate itself |
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What are the variables that affect organizational communication? |
* Number of levels that communicate (be sure to go to the correct level - not over someone's head) * Gender (males are regarded as more powerful and are often paid more) * Power & Status (housekeeper vs. president of the hospital) |
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What are the channels of communication? |
* Upward (subordinate to superior) * Downward (superior to subordinate) * Horizontal (Peer to peer) * Diagonal (differing hierarchy levels and job classifications) * Grapevine (gossip and rumors) |
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What are the elements of non-verbal communication? |
* Space (personal space) * Environment (office is best) * Appearance (professional attire) * Eye contact (maintain gentle eye contact) * Facial expression and timing |
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What are the types of communication? |
* Passive * Agressive * Indirectly agressive (Passive-agressive) * Assertive (try this only in a comforting way) |
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What is SBAR communication? |
S - Situation B - Background A - Assess R - Recommendation |
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What are the ANA/NCSBN Principlesfor Social Networking? |
•1. Nurses must not transmit or place online individually identifiable patient information (protect info) •2. Nurses must observe ethically prescribed professional patient–nurse boundaries (keep boundaries) •3. Nurses should understand that patients,colleagues, institutions, and employers may view postings (anyone can see public stuff) •4. Nurses should take advantage of privacy settings and seek to separate personal and professional information online (private and professional separate) •5. Nurses should bring content that could harm a patient’s privacy, rights, or welfare to the attention of appropriate authorities (see something, say something) •6. Nurses should participate in developing institutional policies governing online conduct (get involved) |
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What are the stages of group communication? |
•Forming - get to know each other •Storming – brainstorming – working it out •Norming– getting the job done, roles are understood •Performing – the results get done |
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What are the group roles? |
•Initiator •Information seeker •Information giver •Opinion seeker •Elaborator •Coordinator •Orienter •Evaluator •Energizer - cheerleader •Procedural technician – rule follower •Recorder - secretary •These can often be the same person |
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What are the definitions of delegation? |
•Getting work done through others •Directing the performance of one or more people to accomplish organizational goals •Giving someone else the authority to complete a task or action on your behalf •Transfer or hand-off to a competent individual, the authority to perform a task/activity in a specific setting/situation |
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What are the State NPA EssentialElements Regarding Delegation ? |
•State’s NPA definition of delegation – need to know what you can and cannot delegate •Items that cannot be delegated •Items that cannot be routinely delegated •Guidelines for RNs about tasks that can be delegated •Description of professional nursing practice •Description of LVN/LPN nursing practice and unlicensed nursing roles •Degree of supervision required to complete a task •The guidelines for lowering delegation risks •Warnings about inappropriate delegation •If there is a restricted use of the word “nurse” to licensed staff |
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What are the 5 rights of delegation? |
* Right task (patient specific) * Right circumstance (setting, resources) * Right person (delegator, delegatee & patient) * Right direction/ communication (instructions) * Right supervision (monitor) |
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What are some common delegation errors? |
•Underdelegating – don’t trust people to do things even though they’re competent •Overdelegating – people will become resentful because they aren’t doing anything and don’t often reciprocate •Improper delegating – delegating your assessments |
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Define and describe "Planning" |
•Planning is deciding in advance what to do,who is to do it, how it is to be done, and when it is to be done •Planning is a proactive, deliberate process required of all managers •Planning is a guide for action in reaching a goal and requires flexibility and energy •Planning also requires management skills such as data gathering, forecasting, and transforming ideas into action |
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Why is planning important? |
Without adequate planning, the management process fails, and organizational needs and objectives cannot be met |
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What are the factors influencing the future of health care? |
•Robotic technology •Biomechatronics •Biometrics and smartcards •Point-of-care testing •Telehealth and the Internet •Growing elderly population •Nursing shortages in acute care hospitals |
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What is SWOT? |
•Strengths are those internal attributes that help an organization to achieve its objectives •Weaknesses are those internal attributes that challenge an organization in achieving its objectives •Opportunities are external conditions that promote achievement of organizational objectives•Threats are external conditions that challenge or threaten the achievement of organizationalobjectives |
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What are the strategies for successful planning? |
•Start planning at the top •Keep planning organized, clear, and definite •Do not bypass levels of people •Have short- and long-range plans and goals •Know when to plan and when not to •Keep target dates realistic •Gather data appropriately •Be sure objectives are clear •Remember, interpersonal relationships are important |
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Why is there Difficulty inLong-Term Care Needs and Health-Care Organizations? |
•Rapidly changing technology •Increasing government involvement in healthcare •Changing population demographics •Reduced provider autonomy |
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What is the planning hierarchy? |
•Mission •Philosophy •Goals •Objectives •Policies •Procedures •Rules |
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What is Kurt Lewin's Change Theory? |
•Unfreezing: the change agent convinces members of the group to change or guilt, anxiety, or concern are elicited •Movement: the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces •Refreezing: the change agent assists in stabilizing the system change so that it becomes integrated into the status quo |
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What are Lewin's driving and restraining forces? |
•Driving(facilitators): forces that push the system toward change •Restraining(barriers): forces that pull the system away from change |
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Name some driving forces |
• Opportunity for advancement • Status, social gratification • Enhanced self-esteem • Family supportive of efforts • Pay increase |
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Name some restraining forces |
• Low energy level •Limited financial resources •Unreliable transportation •Time with family already limited |
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What are the classic change strategies? |
•Rational–empirical strategies: used when there is little anticipated resistance to the change or when the change is perceived as reasonable •Normative–re-educative strategies: use group norms and peer pressure to socialize and influence people so that change will occur •Power-coercive strategies: feature the application of power by legitimate authority, economic sanctions, or political clout of the change agent |
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Describe Organizational aging |
•Organizations progress through developmental stages •As organizations age,structure increases to provide greater control and coordination •The young organization is characterized by high energy, movement, and virtually constant change and adaptation •Aged organizations have established “turf boundaries,” function in an orderly and predictable fashion, and are focused on rules and regulations |
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In a planned change, how are management and leadership functions integrated? |
• Manager: mechanic who implements the planned change • Leader: inventor or creator of the planned change • Both leadership and management skills are necessary in planned change |
