Unit 2

1. Unit 2 Ginny Rogers NUR211 2003

2. 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. Ginny Rogers NUR211 2003

3. 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 Ginny Rogers NUR211 2003

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

5. 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 Ginny Rogers NUR211 2003

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

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

8. 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 Ginny Rogers NUR211 2003

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

10. 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 Ginny Rogers NUR211 2003

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

12. 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 Ginny Rogers NUR211 2003

13. 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 Ginny Rogers NUR211 2003

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

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

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

17. Decision-Making • Problem awareness & diagnosis • Set objectives • Search for alternative solutions • Compare and evaluate alternative solutions • Choose among alternative solutions • Implement the solution • Follow-up and control Ginny Rogers NUR211 2003

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

19. 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.. Ginny Rogers NUR211 2003

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

21. 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 Ginny Rogers NUR211 2003

22. Positive Terms Associated With ConflictExcitingCreativeHelpfulCourageousStimulatingGrowth-producingStrengtheningclarifying Ginny Rogers NUR211 2003

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

24. 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 Ginny Rogers NUR211 2003

25. Stage III – Move toward resolutionClarify meaningsValidate perceptionsSummarizeStage IV – Implement outcome decisionIdentify new expectationsSmooth transitionMonitor outcome Ginny Rogers NUR211 2003

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

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

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

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

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