Ginny Rogers NUR211 2003

Unit 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.

Ginny Rogers NUR211 2003

Communication

Encoder -senderMessage –information, ideationSensory Channel - method (verbal, nonverbal) Decoder - receiverFeedback - degree of understandingCircular - continuous and mutually interdependent, influenced by behaviorsRead over 10 basics for good communication pp53-57

Ginny Rogers NUR211 2003

Listening Sequence

Listen (most critical)

Eye Contact

Attentive body language

Vocal qualities

Vocal tracking

Ginny Rogers NUR211 2003

COMPONENTS OF EFFECTIVE

COMMUNICATIONInformation 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

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Blocks to communication

Poor listening

Time and work demands

Semantics

Frame of reference

Culture and gender

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Patterns of communication within groups

Downward, upward, both, circular, multichanneled

Type of group defines the type of communication

Leadership within the group

Sick groups

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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

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How Groups Function

Content levelThe known and agreed upon purpose of

the meetingThe formal agenda “what the group is dealing with

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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 participantsTheir own motivational needsTheir interpersonal relationships

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Communicating with different populations

Superiors

Subordinates

Peers

Medical staff

Other members of health care team

Patients, families

People of other cultures

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Communication Climate

Supervisor centeredOne-way communicationSupervisor dominatesSupervisor does not listenSupervisor closed to ideasEmployee says what boss wants to hearCautious upward communication

Ginny Rogers NUR211 2003

Communication Climate

Employee centeredTwo-way centeredSupervisor listensSupervisor encouragesSupervisor open to ideasEmployee feels recognizedEmployee keeps boss informedEmployee does not hide information

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Critical Thinking

Underlying assumptions

Interpretation of information

Evaluation of arguments

Alternative perspectives

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Traditional Problem-Solving

Identify the problem

gather data to analyze causes and consequences

explore alternative solutions

evaluate the alternatives

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Traditional Problem-Solving

select the appropriate solution

implement the solution

evaluate the results

(differs slightly from book)

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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

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Decision-Making Process

Identify Participants

Gather pertinent facts

Generate alternative decisions

Predict outcomes

Plan for managing consequences

Select the best alternative

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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

Common Conflicts in Nursing

Professional/Bureaucratic

Nurse/nurse

Nurse/doctor

Personal competency

Competing role

Expressive/instrumental

Patient/nurse

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Dual Nature of ConflictConstructive conflict the cutting edge of growth – leads to revitalizationDestructive conflict based onMisunderstandingLack of cooperationMisuse of powerUnfairness

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Positive Terms Associated With Conflict

ExcitingCreativeHelpful

CourageousStimulating

Growth-producingStrengthening

clarifying

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Negative TermsDestructive

Confrontational

Disagreement

Tension

Anger

Pain

Hostility

anxiety

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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

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Stage III – Move toward resolutionClarify meanings

Validate perceptionsSummarize

Stage IV – Implement outcome decisionIdentify new expectations

Smooth transitionMonitor outcome

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Goals of Conflict ManagementWin-LoseLose-LoseWin-WinIntegrative methodsModes of conflict management Competition Collaboration Compromise Avoidance accommodation

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Ethical Principles

Autonomy

Beneficence

Nonmaleficence

justice

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Barriers to Ethical Decision Making

Limited educational moral development

Violence

Fear of litigation

Technology

Complex organizations

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Role of Institutional Ethics Committee

Education

Policy and guideline recommendations

Case review

Ginny Rogers NUR211 2003

Ethics in Relationships

Employer-Employee relationships

Peer relationships

Nurse-patient relationshipsPatient’s Bill of Rights