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111 Cards in this Set
- Front
- Back
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Theory
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A system of ideas that is presumed to explain a given phenomenon. Well substantiated explanation for some aspect based on a body of facts that have been corroborated by the scientific method.
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Conceptual Framework
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A group of related ideas
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Paradigm
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A pattern of shared understandings and assumptions about reality and the world. typical example or archetype – pattern of shared understandings or assumptions
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Health
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The degree of wellness or well-being that the client experiences.
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Benchmark
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A standard or point of reference against which academic performance may be compared or assessed.
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Lateral violence
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physical, verbal, or emotional abuse directed at RN coworkers.
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Active listening
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using all of your senses and paying close attention to pt verbal and non-verbal communication.
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Attending Behaviors
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Being present for client. Listening skills
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Congruence
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verbal and non-verbal aspects of the message match
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Concrete messages
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specific messages
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Self-disclosure
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any verbalization or behavior that reveals personal info about yourself. This can help get patients to disclose personal info as well.
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Transference
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pt feels emotions from the past and applies (transfers) them to the therapeutic relationship. Can be negative if a pt doesn’t trust hospitals from a previous experience
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Countertransference
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when nurses transfer past emotions onto pt. Usually from culture
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Intimate space
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Less than 18 inches. Usually reserved for family and loved ones.
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Personal space
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18 inches to 4 feet. Acceptable distance for people who have some connection with each other.
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Social space
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4 feet to 12 feet. Comfortable distance for work
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Public space
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more than 10-12 feet. Comfortable distance between strangers.
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SBAR
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Situation, Background, Assessment, Recommendations: consistent and organized way to communicate to staff about pt. Good during handover or calling a doctor.
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Emotional Intelligence
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the ability to form work relationships with colleagues. Displaying maturity in a variety of situations and being considerate of everyone’s feelings and perceptions of a situation.
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Assertive communication
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promotes pt safety by minimizing miscommunication with colleagues. People are honest
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Broad opening
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A general statement or open-ended question that lets the client set the tone.
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General lead
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communication that indicates the nurse is interested in the pt.i.e. “Go on..”
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Reflecting
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repeating all or part of a statement made by pt to get them to reveal more feelings.
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Sharing observations
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nurse calling attention to pt behavior.
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Acknowledging
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making sure the client feels understood and appreciated.
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Selective reflecting
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going back to the most important part of pt conversation and repeating it in order to get more info from pt.
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Silence
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gives pt time to collect thoughts in order to tell their whole story.
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Giving info
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helps pt understand process while giving pertinent facts.
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Clarifying
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maximizes mutual understanding.
i.e. “I’m not sure I understand.” |
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Verbalizing
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putting into concrete terms what pt is implying through their statements.
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Validating
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Asking pt if the issue is resolved.
i.e. “Are you feeling better now?” |
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Reassuring cliches
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minimizes and belittles persons concerns.
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Giving advice
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conveys the nurse knows what is best. Fosters dependency.
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Approval
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Indicates that client is doing “good” when they still have a long ways to go to.
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Requesting explanations
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implies criticism and interrogating of pt. i.e. “Why did you do that?”
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Agreeing
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denies pt the chance to change their point of view.
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Disapproval
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implies that nurse has the right to judge. Client seeks approval instead of being honest.
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Belittling client’s feelings
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- i.e. “Cheer up”, “Grow up”, “Buck up, little camper.”
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Defending
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implies pt is wrong and the nurse is a position to judge.
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Stereotyped comments
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encourages empty responses from pt.
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Changing subject
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When the topic of conversation is changed due to the nurse feeling uncomfortable about pt story or feelings. Nurse shows a lack of maturity in this case.
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Conditioning
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requires the learning of healthier habits to replace old “bad” habits.
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Dependence
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pt can sometimes depend on provider to make decisions. In an ideal situation
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RULE
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Acronym for four guiding principles of MI – Resist the Righting Reflex; Understand your patient’s motivations; Listen to your patient; Empower your patient.
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Developing Discrepancy
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enables pt to see that situation does not meet values or hope for future. This enables the pt to decide what they want to change. Part of MI
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Arguing
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to avoid in the context of medical therapy. Does not promote self-change or practitioner-pt relationship. Sign of resistance
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Argumentation
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logical explanation as to why pt behaves as they do- defending themselves. Can also be true of nurse
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Defending
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pt may defend their current situation because they are on the defensive side of the status quo.
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Self-Efficacy
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pt situation specific confidence that they can cope with high-risk situations without relapsing to their unhealthy or high-risk habits. Enables one to accomplish life’s tasks.
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Reflective listening
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where practitioner listens to pt and repeats either directly or indirectly what the pt says to them. This is like a non-judgmental echo of the pt feelings and can help clarify thoughts of pt and help practitioner understanding of situations.
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Affirming
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statements that recognize clients strengths. Assist in building rapport and helping clients view themselves in a more positive
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Summarize
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special type of reflection where practitioner repeats all or part of what the pt said in the interview.
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Self-motivational statements
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aka change talk. Practitioner must elicit change talk from pt. By listening you can tell how likely your pt is to change. Six kinds of change talk: Desire- Ability- Reasons- Need- Commitment- Taking steps.
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Guide
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help influence situations that we do not personally control. ‘I can help you help yourself” attitude
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Direct
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“I will give you the answers”. Implies an uneven relationship of power expertise knowledge and authority. Does not give rationale.
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Follow
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more centered on listening. Trust that pt can help themselves- follow lead of pt.
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Asking
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develop understanding of the pt problems and concerns
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Listening
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encourages pt to explore and reveal more. Good listening is an active process
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Informing
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principle vehicle for conveying knowledge to the pt (about condition or treatment or general info
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Precontemplation
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Not currently considering change: "Ignorance is bliss"
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Contemplation
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Ambivalent about change: "Sitting on the fence"
Not considering change within the next month |
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Preparation
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Some experience with change and are trying to change: "Testing the waters." Planning to act within 1 month
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Action
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Practicing new behavior for 3-6 months
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Maintenance
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Continued commitment to sustaining new behavior
Post-6 months to 5 years |
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Relapse
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Resumption of old behaviors: "Fall from grace"
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Broad opening
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A general statement or open-ended question that lets the client set the tone.
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General lead
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communication that indicates the nurse is interested in the pt.i.e. “Go on..”
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Reflecting
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repeating all or part of a statement made by pt to get them to reveal more feelings.
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Sharing observations
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nurse calling attention to pt behavior.
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Acknowledging
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making sure the client feels understood and appreciated.
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Selective reflecting
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going back to the most important part of pt conversation and repeating it in order to get more info from pt.
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Silence
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gives pt time to collect thoughts in order to tell their whole story.
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Giving info
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helps pt understand process while giving pertinent facts.
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Clarifying
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maximizes mutual understanding.
i.e. “I’m not sure I understand.” |
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Verbalizing
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putting into concrete terms what pt is implying through their statements.
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Validating
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Asking pt if the issue is resolved.
i.e. “Are you feeling better now?” |
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Reassuring cliches
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minimizes and belittles persons concerns.
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Giving advice
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conveys the nurse knows what is best. Fosters dependency.
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Approval
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Indicates that client is doing “good” when they still have a long ways to go to.
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Requesting explanations
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implies criticism and interrogating of pt. i.e. “Why did you do that?”
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Agreeing
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denies pt the chance to change their point of view.
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Disapproval
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implies that nurse has the right to judge. Client seeks approval instead of being honest.
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Belittling client’s feelings
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i.e. “Cheer up”
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Defending
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implies pt is wrong and the nurse is a position to judge.
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Stereotyped comments
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encourages empty responses from pt.
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Changing subject
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When the topic of conversation is changed due to the nurse feeling uncomfortable about pt story or feelings. Nurse shows a lack of maturity in this case.
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Ambivalence pt ways the pros and cons
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without taking a side in decision. Often the use of but in the sentence will indicate this.
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Conditioning
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requires the learning of healthier habits to replace old “bad” habits.
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Dependence
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pt can sometimes depend on provider to make decisions. In an ideal situation
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RULE
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resist Righting reflex Understand pt motivations Listen and Empower pt
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Developing Discrepancy
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enables pt to see that situation does not meet values or hope for future. This enables the pt to decide what they want to change. Part of MI
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Arguing
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to avoid in the context of medical therapy. Does not promote self-change or practitioner-pt relationship. Sign of resistance
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Argumentation
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logical explanation as to why pt behaves as they do- defending themselves. Can also be true of nurse
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Defending
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pt may defend their current situation because they are on the defensive side of the status quo.
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Self-Efficacy
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pt situation specific confidence that they can cope with high-risk situations without relapsing to their unhealthy or high-risk habits. Enables one to accomplish life’s tasks.
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Reflective listening
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where practitioner listens to pt and repeats either directly or indirectly what the pt says to them. This is like a non-judgmental echo of the pt feelings and can help clarify thoughts of pt and help practitioner understanding of situations.
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Affirming
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statements that recognize clients strengths. Assist in building rapport and helping clients view themselves in a more positive
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Summarize
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special type of reflection where practitioner repeats all or part of what the pt said in the interview.
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Self-motivational statements
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aka change talk. Practitioner must elicit change talk from pt. By listening you can tell how likely your pt is to change. Six kinds of change talk: Desire- Ability- Reasons- Need- Commitment- Taking steps.
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Guide
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help influence situations that we do not personally control. ‘I can help you help yourself” attitude
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Direct
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“I will give you the answers”. Implies an uneven relationship of power expertise knowledge and authority. Does not give rationale.
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Follow
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more centered on listening. Trust that pt can help themselves- follow lead of pt.
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Asking
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develop understanding of the pt problems and concerns
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Listening
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encourages pt to explore and reveal more. Good listening is an active process
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Informing
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principle vehicle for conveying knowledge to the pt (about condition or treatment or general info
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Precontemplation
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pt not intended on taking action in the foreseeable future
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Contemplation
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thinking of changing. ‘sitting on the fence”
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Preparation
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ready to change
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Action
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making the change
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Maintenance
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staying on track.
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Relapse
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fall from grace
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