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Resolve and Regret C HAPTER 4 Code Blue Health Science Edition 4.

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Presentation on theme: "Resolve and Regret C HAPTER 4 Code Blue Health Science Edition 4."— Presentation transcript:

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2 Resolve and Regret C HAPTER 4 Code Blue Health Science Edition 4

3 Supplementary Discussion 1 Taking the Reins In this chapter, Wes Douglas assumes the reins of Brannan Community Hospital. In this chapter, Wes Douglas assumes the reins of Brannan Community Hospital. Many people will be offering advice and assistance. Many people will be offering advice and assistance. Some will attempt to get the new administrator to take sides on issues they support or oppose. Some will attempt to get the new administrator to take sides on issues they support or oppose.

4 New Characters Tell what you know about the personality and probable motives of each of the following people: Tell what you know about the personality and probable motives of each of the following people: Elizabeth Flannigan—director of nurses Elizabeth Flannigan—director of nurses Hank Ulman—president of employee council Hank Ulman—president of employee council

5 Taking the Reins Here is some good advice for anyone moving into a position of authority in a new organization: Here is some good advice for anyone moving into a position of authority in a new organization:

6 Taking the Reins Don’t commit yourself to a course of action on major issues until you understand what is going on. There may be people who attempt to get you to take a stand on an issue favoring their interests before you have all the facts.

7 Taking the Reins While you are still uncertain as to what is going on, listen more talk less. Remember the famous quote by Mark Twain: “’Tis better to remain silent and be thought a fool, then to open one’s mouth and dispel all doubt.” While you are still uncertain as to what is going on, listen more talk less. Remember the famous quote by Mark Twain: “’Tis better to remain silent and be thought a fool, then to open one’s mouth and dispel all doubt.”

8 Taking the Reins Some people try to impress subordinates through excessive chatter; that doesn’t work. Some people try to impress subordinates through excessive chatter; that doesn’t work. One advantage of quality listening is that you may actually learn something! When you finally do speak, you’ll speak with knowledge and authority. One advantage of quality listening is that you may actually learn something! When you finally do speak, you’ll speak with knowledge and authority.

9 Taking the Reins Build rapport before taking a major action involving multiple stakeholders. Some novice managers incorrectly believe that “the shortest distance between two points is a straight line.” Build rapport before taking a major action involving multiple stakeholders. Some novice managers incorrectly believe that “the shortest distance between two points is a straight line.” Often the quickest course of action, especially when you are dealing with people, is not the best approach. Often the quickest course of action, especially when you are dealing with people, is not the best approach.

10 Taking the Reins Before you start giving orders, strive to understand each stakeholder’s point of view. Before you start giving orders, strive to understand each stakeholder’s point of view. Build rapport and lay the appropriate groundwork. Build rapport and lay the appropriate groundwork.

11 Taking the Reins Remember that how you do something is often as important as what you do. It is not enough to be sincere, you must be right. But it is still not enough to be right, you must be effective. Remember that how you do something is often as important as what you do. It is not enough to be sincere, you must be right. But it is still not enough to be right, you must be effective. Many supervisors fail when they do the right thing, but in the wrong way. Many supervisors fail when they do the right thing, but in the wrong way.

12 Taking the Reins We no longer live in an economy where a title alone conveys authority. A supervisor must gain the employees’ respect before he or she can effectively lead. We no longer live in an economy where a title alone conveys authority. A supervisor must gain the employees’ respect before he or she can effectively lead.

13 Taking the Reins Don’t criticize your predecessor, even if he or she was incompetent. Don’t criticize your predecessor, even if he or she was incompetent. He or she may have friends whom you will alienate. He or she may have friends whom you will alienate. Some may feel that you are demeaning your predecessor to inflate your own importance. Some may feel that you are demeaning your predecessor to inflate your own importance.

14 Taking the Reins A negative approach when dealing with other people is rarely effective. A negative approach when dealing with other people is rarely effective.

15 Taking the Reins Summary Understand before committing Understand before committing Listen Listen Build rapport Build rapport Gain trust Gain trust Avoid criticizing Avoid criticizing Be positive Be positive

16 Supplementary Discussion 2 Teamwork Most of the work done in the world of work is done in teams. Most of the work done in the world of work is done in teams.

17 Supplementary Discussion 2 Teamwork Patient care in hospitals is delivered by interdisciplinary teams—teams with different educational backgrounds that work for the common objective of healing the patient. Patient care in hospitals is delivered by interdisciplinary teams—teams with different educational backgrounds that work for the common objective of healing the patient.

18 Team Leaders The interdisciplinary team is led by a physician who diagnoses the patient and plans treatment. The interdisciplinary team is led by a physician who diagnoses the patient and plans treatment.

19 Team Leaders A registered nurse serves as the team leader for care delivered in the hospital. A registered nurse serves as the team leader for care delivered in the hospital.

20 Team Leaders Team leaders delegate tasks to licensed and non- licensed personnel. Team leaders delegate tasks to licensed and non- licensed personnel.

21 Researchers have identified common characteristics of successful teams. These include: Effective leadership Effective leadership Common objectives Common objectives An understanding of role of each team member An understanding of role of each team member Attention to activities that build team spirit Attention to activities that build team spirit

22 Researchers have identified common characteristics of successful teams. These include: An ability to meet the needs of individual players An ability to meet the needs of individual players Trust Trust Good communications Good communications Respect for facts Respect for facts

23 Effective team leaders delegate: appropriate tasks, appropriate tasks, in the appropriate circumstance, in the appropriate circumstance, to the individual with the licensure and training to carry out that task and to the individual with the licensure and training to carry out that task and providing meaningful direction and communication, and providing meaningful direction and communication, and give adequate supervision and feedback give adequate supervision and feedback

24 Successful Leaders While there are many effective management styles, successful leaders share several common characteristics. Successful leaders: Have a vision or understanding of the objective to be accomplished Have a vision or understanding of the objective to be accomplished Accept responsibility Accept responsibility Seek input from all team members Seek input from all team members Break complex objectives into tasks that can be delegated Break complex objectives into tasks that can be delegated

25 Successful Leaders Possess the ability to inspire and manage people Possess the ability to inspire and manage people Understand the importance of human resources Understand the importance of human resources Possess good listening skills Possess good listening skills Understand and respect diversity Understand and respect diversity Provide supervision and feedback. Provide supervision and feedback.

26 Leadership Good team leaders have a service orientation. Good team leaders have a service orientation. They recognize that their primary objective is to provide the direction and resources each team member needs to succeed. They recognize that their primary objective is to provide the direction and resources each team member needs to succeed. The greatest leader is he or she who serves. The greatest leader is he or she who serves.

27 Team Spirit Successful teams recognize the importance of team spirit and devote time and resources to building that spirit. Team building activities can include: Successful teams recognize the importance of team spirit and devote time and resources to building that spirit. Team building activities can include: Periodic meetings to establish goals and measure progress Periodic meetings to establish goals and measure progress Newsletters Newsletters Certificates of appreciation Certificates of appreciation Thank you cards Thank you cards

28 Team Spirit On-the-spot rewards (i.e. tickets to movies for nurses working double shifts) On-the-spot rewards (i.e. tickets to movies for nurses working double shifts) Parties and other fun activities to celebrate accomplishments Parties and other fun activities to celebrate accomplishments Successful teams celebrate cooperative effort— they will not intentionally allow one member to benefit at the expense of another. Successful teams celebrate cooperative effort— they will not intentionally allow one member to benefit at the expense of another.

29 Teams are made of people A sense of accomplishment A sense of accomplishment Control over one’s personal environment Control over one’s personal environment Freedom of thought, action, and growth Freedom of thought, action, and growth Recognition, and prestige Recognition, and prestige A sense of belonging A sense of belonging Security Security Successful teams recognize the importance of meeting the needs of each team member. These include:

30 Trust Without trust, team members are unwilling to rely on the experience, judgment, or personal commitment of others. Trust involves: Without trust, team members are unwilling to rely on the experience, judgment, or personal commitment of others. Trust involves: Respect for the talents and roles of each team member Respect for the talents and roles of each team member Acceptance of different backgrounds, perceptions, and contributions Acceptance of different backgrounds, perceptions, and contributions Willingness to take the risk of interdependence Willingness to take the risk of interdependence Problem solving rather than personal bargaining Problem solving rather than personal bargaining Willingness to allow others to make mistakes Willingness to allow others to make mistakes

31 Mistakes Mistakes are often stepping stones to success. There is no such thing as innovation without error. When mistakes are made, the emphasis should be on learning, not punishment. Mistakes are often stepping stones to success. There is no such thing as innovation without error. When mistakes are made, the emphasis should be on learning, not punishment. This is not to say that teams should allow mistakes to occur through carelessness or a lack of planning. This is not to say that teams should allow mistakes to occur through carelessness or a lack of planning.

32 Communications Communications are an essential component of teamwork. Communications are an essential component of teamwork. In healthcare, a failure to communicate effectively can result in the injury or death of a patient. In healthcare, a failure to communicate effectively can result in the injury or death of a patient.

33 Communications Communication can be verbal or non- verbal. Communication can be verbal or non- verbal. Non-verbal communication enhances and supports verbal communication, and includes body language, facial expressions, and gestures. Non-verbal communication enhances and supports verbal communication, and includes body language, facial expressions, and gestures.

34 Review Homework Questions

35 The End!


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