1. Ginny Rogers NUR211 2003 Unit 2

2. Ginny Rogers NUR211 2003 The ultimate leader is one who is willing to develop people to the point that they eventually surpass him or her in knowledge and ability. -Fred A Manske, Jr.

3. Ginny Rogers NUR211 2003 Communication Encoder -sender Message –information, ideation Sensory Channel - method (verbal, nonverbal) Decoder - receiver Feedback - degree of understanding Circular - continuous and mutually interdependent, influenced by behaviors Read over 10 basics for good communication pp53-57

4. Ginny Rogers NUR211 2003 Listening Sequence Listen (most critical) Eye Contact Attentive body language Vocal qualities Vocal tracking

5. Ginny Rogers NUR211 2003 COMPONENTS OF EFFECTIVE COMMUNICATION Information alone is not communication Sender is responsible for clarity Use simple, precise language Encourage feedback Sender need credibility Acknowledgment of others Direct channels of communication are best

6. Ginny Rogers NUR211 2003 Blocks to communication Poor listening Time and work demands Semantics Frame of reference Culture and gender

7. Ginny Rogers NUR211 2003 Patterns of communication within groups Downward, upward, both, circular, multichanneled Type of group defines the type of communication Leadership within the group Sick groups

8. Ginny Rogers NUR211 2003 Working Effectively With Groups Awareness of leader impact Insight into needs, abilities, and reactions Belief in group decision making Understanding how a group ticks Flexibility as a leader or member

9. Ginny Rogers NUR211 2003 How Groups Function Content level The known and agreed upon purpose of the meeting The formal agenda “what the group is dealing with

10. Ginny Rogers NUR211 2003 Process Level Relates to the hidden agendas that individuals in the group might have Refers to “how” a group is operating Concerned with: The emotional levels of participants Their own motivational needs Their interpersonal relationships

11. Ginny Rogers NUR211 2003 Communicating with different populations Superiors Subordinates Peers Medical staff Other members of health care team Patients, families People of other cultures

12. Ginny Rogers NUR211 2003 Communication Climate Supervisor centered One-way communication Supervisor dominates Supervisor does not listen Supervisor closed to ideas Employee says what boss wants to hear Cautious upward communication

13. Ginny Rogers NUR211 2003 Communication Climate Employee centered Two-way centered Supervisor listens Supervisor encourages Supervisor open to ideas Employee feels recognized Employee keeps boss informed Employee does not hide information

14. Ginny Rogers NUR211 2003 Critical Thinking Underlying assumptions Interpretation of information Evaluation of arguments Alternative perspectives

15. Ginny Rogers NUR211 2003 Traditional Problem- Solving Identify the problem gather data to analyze causes and consequences explore alternative solutions evaluate the alternatives

16. Ginny Rogers NUR211 2003 Traditional Problem- Solving select the appropriate solution implement the solution evaluate the results (differs slightly from book)

17. Ginny Rogers NUR211 2003 Decision-Making 1. Problem awareness & diagnosis 2. Set objectives 3. Search for alternative solutions 4. Compare and evaluate alternative solutions 5. Choose among alternative solutions 6. Implement the solution 7. Follow-up and control

18. Ginny Rogers NUR211 2003 Decision-Making Process Identify Participants Gather pertinent facts Generate alternative decisions Predict outcomes Plan for managing consequences Select the best alternative

19. Ginny Rogers NUR211 2003 TYPES OF CONFLICT INTRAPERSONAL INTERNAL STRUGGLES INTERPERSONAL - MOST FREQUENT BETWEEN TWO OR MORE INDIVIDUALS INTERGROUP - TWO OR MORE GROUPS INCLUDES STRUGGLES FOR POWER, AUTHORITY, TERRITORY, GOALS, RESOURCES, ETC..

20. Ginny Rogers NUR211 2003 Common Conflicts in Nursing Professional/Bureaucratic Nurse/nurse Nurse/doctor Personal competency Competing role Expressive/instrumental Patient/nurse

21. Ginny Rogers NUR211 2003 Dual Nature of Conflict Constructive conflict the cutting edge of growth – leads to revitalization Destructive conflict based on Misunderstanding Lack of cooperation Misuse of power Unfairness

22. Ginny Rogers NUR211 2003 Positive Terms Associated With Conflict Exciting Creative Helpful Courageous Stimulating Growth-producing Strengthening clarifying

23. Ginny Rogers NUR211 2003 Negative Terms Destructive Confrontational Disagreement Tension Anger Pain Hostility anxiety

24. Ginny Rogers NUR211 2003 Managing Conflict Stage I – Issue Determine the nature of the conflict Power of the individuals Cooperation Open communication Stage II – make use of facilitative techniques Neutral setting Depersonalize issue Time frame

25. Ginny Rogers NUR211 2003 Stage III – Move toward resolution Clarify meanings Validate perceptions Summarize Stage IV – Implement outcome decision Identify new expectations Smooth transition Monitor outcome

26. Ginny Rogers NUR211 2003 Goals of Conflict Management Win-Lose Lose-Lose Win-Win Integrative methods Modes of conflict management Competition Collaboration Compromise Avoidance accommodation

27. Ginny Rogers NUR211 2003 Ethical Principles Autonomy Beneficence Nonmaleficence justice

28. Ginny Rogers NUR211 2003 Barriers to Ethical Decision Making Limited educational moral development Violence Fear of litigation Technology Complex organizations

29. Ginny Rogers NUR211 2003 Role of Institutional Ethics Committee Education Policy and guideline recommendations Case review

30. Ginny Rogers NUR211 2003 Ethics in Relationships Employer-Employee relationships Peer relationships Nurse-patient relationships Patient’s Bill of Rights