Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
pn 143 ch 10 & 14
book anderson
| Question | Answer |
|---|---|
| what are the communication principles | process, types & methods, strategies, blocks, male-female & cultural influences, client experience, staff, electronic |
| communication principles: what is the process | the sender and the receiver |
| communication principles: what are the types | verbal, nonverbal, affect (emotion) |
| communication principles: types- what is affect | your emotions |
| communication principles: what are the two methods | 1 way and 2 way |
| communication principles: methods: what is 1 way | talking to someone (barking orders) |
| communication principles: methods- what is 2 way | talking back and forth |
| communication principles: strategies for good communication (2 types) | listen and question |
| communication principles: what is a communication block | anything that interferes w/ an effective outcome |
| communication principles: examples of communication blocks | language, preconceived idea, body language, not listening, edu. level, assumptionm |
| communication principles: what is the difference in males and females | males are task driven and females and relational |
| communication principles: what is involved in the client experience | where are they coming from (what is their past medical experience)(ex: second childbirth- was it rough or easy) |
| communication principles: what is important in communication with the staff | teamwork |
| communication principles: what is the issue for the electronic forms | they are sometimes bad b/c they are sometimes not organized, and this can affect reimbursement |
| communication: what is it | the effective use of words to share ideas, words, emotion and the ability to think critically and put together thoughts and make meaningful message for others |
| communication: process- what is the sender ; who | person sending the message, they are conveying the idea; doctor, manager, client, peer to peer |
| communication: process- what isthe message | content intended for the receiver it is designed by the sender |
| communication: process- message- it is often a what | a request, order or feedback |
| communication: process- message- what is the problem with the message | often not perceived as sender meant it |
| communication: process- what is the receiver | person receiving the message |
| communication: process- receiver- many factors influence how the message is ________ | understood |
| communication: types- what is verbal | spoken word |
| communication: types- why is verbal powerful | b/c why hear it |
| communication: types- verbal- what are limits in your role | legally in what we can discuss |
| communication: types- when speaking verbal what types of words shouldn't you use | poor grammer and slang |
| communication: types- non-verbal- body language | what is it expressions and physical appearance |
| communication: types- what is affect | mood or emotions, a physiologic energy response with each thought |
| communication: methods- what is one way | command w/ no feedback |
| communication: methods- one way- when is it used | in emergencies, when something is needed right away |
| communication: methods- what is two way | usual form of communication, feedback is expected and respected |
| communication: methods- how can one way become a two way | by repeating the info back (ex: an order by doc) |
| communication strategies- what is active listening | it is disciplined attention |
| communication strategies- what is the most important in therapeutic communicaiton | active listening |
| communication strategies- what is the purpose of active listening | for data collection |
| communication strategies- with active listening you do not want to assume but ________- | clarify meaning |
| communication strategies- how to focus with active listening | use all of your senses |
| communication strategies- questions- what are the 3 types | open ended, closed ended, focused |
| communication strategies- what is a focused question ; give example | they are specific; ex pain rating |
| communication blocks: what is false reassurance | saying you'll be fine |
| communication blocks: what is probing | invasion of privacy, beyond need to know |
| communication blocks: what is chiding | scolding behavior (ex bothering someone who smokes) |
| communication blocks: what is belittling | making fun of client (ex: with pain meds) |
| communication blocks: giving advice | when not asked |
| communication blocks:what is giving pat answers | ignoring their feelings |
| communication gender and culteral differences- characteristics of men | show agreement or show head arrect, independent, assertive, few questions asked, smiles may mask an emotion |
| communication gender and culteral differences- characteristics of women | relationship oriented, tilt head to show they are listening, they like intamacy and relationships, they smile when they are unhappy |
| communication gender and culteral differences- characteristics of white americans | distance preferred, time valued |
| communication gender and culteral differences- characteristics of african americans | louder speech, touch common, eye contact conveys respect |
| communication gender and culteral differences- characteristics of mexican americcans | louder speech, touch by stranger, may be disrespectful, may avoid direct eye contact |
| communication: client experience- what position do they move in once they are a pt | dependent position, they go through a role change |
| communication: client experience- why should you not use nursing jorgon | it is confusing |
| communication: client experience- what are pt fearful of | the unknown (ex: needles, pain, death) |
| communication: client experience- how can nurses help with the fear of the unknown | ask if we can help or if they have any questions |
| communication: client experience- what are personal factors for pt | individual needs outside of hospital (ex: finances and childcare) |
| communication: client experience- what are environmental factors | lack of privacy, sleep, noisy neighbor, interrrupting |
| staff communication: why should you respect others | to set out everyday to do the best that you can |
| staff communication: how does trust begin | w/ confidence and being prepared |
| staff communication: how is trust communicated | in your preparedness |
| staff communication: how should you be honest | truth no matter what the consequence |
| staff communication: what is empathy | understand others' feelings w/ out experiencing them |
| staff communication: when does empathy become sympathy | it is when you begin to experience their feelings |
| staff communication: what is sensitivity | person is aware of all forms of communication |
| staff communication: why is humor used | to lighten things up for the pt |
| staff communication: rules with humor | appropriate @ their level and never offensive |
| staff communication: knowledge should be what | evidenced based |
| staff communication: why is patience important | to slow down wit clients especially when teaching |
| staff communication: commitment- why is this important | show that you want to be there |
| staff communication: whatis self worth | earned sense that praise is OK |
| communication in electronics: how is faxing helpful | it shortens the time for sending between agencies |
| communication in electronics: what does computerized charting provide | multiple access to one chart from various locations |
| communication in electronics:computerized charting- it adds _______ and shortens time for _______ | convenience; decisions |
| communication in electronics: computerized charting- it is really not a big time saver for ______ | nurses |
| communication in electronics: email- what etiquette issues are there | spelling in all chaps, be specific, humor |
| communication in electronics: email- when should one respond to email | ASAP |
| communication in electronics: email- you always should include what | a subject in the subject line (one may think that it is a virus) |
| supportive communication: what is it | collaboration with pt, open and honest, non-judgemental, use of empathy, be equal w/ all pt, flexibility |
| passive communication: it is ineffective to do this for ________ | long term |
| passive communication: you are a victim to ______ wishes | others |
| passive communication: it causes _______ feelings | negative |
| passive communication: it only keeps ____- peace | temporary |
| passive communication: does it resolve problems | no |
| passive communication:ex | spousal abuse situation |
| passive communication: suppressed feelings lead to what | aggressive behavior |
| defensive communication: it is the same as what other communication | agressive |
| defensive communication: the majority of what comes out of ones mouth is ________ | critical |
| defensive communication: it is malipuative; what is it | strategizing for my own way |
| defensive communication: what is it | critical, controlling, manipulative, deceptive, superiority, inflexable |
| passive-agressive communication: it is common among whom | nurses |
| passive-agressive communication: what are the three theories for why this occurs | it is a learned behavior, a female reaction, the reaction to suppression imposed on nurses |
| passive-agressive communication: what behaviors occur with this | you complain to the wrong person, talking about others when they are not present, it is unkind, uncaring |
| asertive communication: what is it | the ability to express self and protect rights |
| asertive communication: it is not natural for whom ; why | females and LPNs; b/c they are afraid to hurt ppls feelings |
| asertive communication: it is a crucial skill for whom | managers |
| asertive communication: honest -open-responsible- what is this | the use of I messages ("Ifeel_________" "When you_________" "b/c ___________"and finish with "here is what I expect_____") |
| communication application: what is staffing based on | the client # and acuity when possible |
| communication application: assignments are assigned and based on what | skill level |
| communication application: we should empower assigned person to do what | carry out tasks |
| communication application: how is report given | verbal, written or taped (give info, problems, needs and change in condition, only need to know info) |
| communication applications: what is coaching | positive reinforcement, formal and informal (one on one or honor) |
| communication application: what is a non punitive approach to errors | counseling |
| communication application: what is disciplinary focused on | improving behavior |
| communication application: what are common mistakes in administrating discipline | ignoring, too nice in discipline talk, too general (addressed to whole team), premature discipline |
| performance evaluation: what is it | it is a tool based on performance standards (your job description) |
| performance evaluation: what is its focus | on improvement |
| performance evaluation: what is inherently subjective | the halo and horn effect |
| performance evaluation: what are the elements of it | self, peer, supervisory |
| difficult employees: expectations should be given ___________ | clearly communicated |
| difficult employees: frequent _______ to discuss _______ | meetings to discuss progress |
| difficult employees: try to understand their _______ | needs (there is a reason that they are difficult) |
| difficult employees: find their ____ | strenths |
| collaboration: what is it | joint problem solving with other disciplines (b/ we are all in it for the same reason: the outcome of the pt_ |
| collaboration: what is standards of excellence | to match the standards of the community |
| collaboration: respect is needed for other's ________ & _______ | skills and differences |
| collaboration: nurse is always what for pt | advocate |
| collaboration: be sure to include clients_______ in collaboration | family |
| documentation: written orders: how is it written; give example | time, order detail (drug, dose), reason; 10-04-07, 1630, lasix 40 mg po BID, HTN |
| documentation: written orders: what is unacceptable | unaccepted abreviations |
| documentation: telephone orders: what are they | you the nurse call the docter and write it in the chart and it is then later signed by the doctor |
| documentation: telephone orders: how it order written | doc name/nurse name and title; T.O. dr. Smith/ M.burns RN |
| documentation: telephone orders: what is the abreviation for telephone orders | T.O. |
| documentation: guidelines for documenting care provided | clear, accurate and complete |
| electronic communication: what is data | discrete entries (why- b/c it is pulled from evidenced based practice) |
| electronic communication: what is information | the data interpreted |
| electronic communication: what is knowledge | the information combined |
| electronic communication: where is bedside charting done | in acute care |
| electronic communication: MDS- where is this done; what is it | LTC; info that is collected on pt to drive the care for pt |
| electronic communication: managed care companies: where is this done; what is it | doc office, labs, hospitals; it manages and prevents disease |
| other forms of communication: guidelines for memos and letters | use proper english and formatting, they should be specific and to the point |
| other forms of communication: guidelines for meetings | agendas and minutes, keep on time, record facts |
| Health professional recovery program: what is it | was esstablished in 1993, this is designed to encourage health professionals to seek tx for substance use/ mental health disorders before their impairment harns a pt or damages their careers through disciplinary action |
| Health professional recovery program: what professions can be in the program | only liscenced professions |
| Health professional recovery program: is it confidential | yes |
| Health professional recovery program: if there is no readmission to the program, records of the participant is destroed with in _____ years | 5 |
| Health professional recovery program: the names of those how report suspected violations are kept___ | confidential |
| Health professional recovery program: what are the 5 steps of the program | referral, evaluation, Tx, monitoring, completion |
| Health professional recovery program: potential signs of impairment for nurses | always volunteers to give meds, pt complain of no s/s of relief after given meds, IM PRNS are always given at max dosage, unabserved wastage, volenteers for additional shifts and on unit where not usually assignedlower job efficiency, blames others for pr |
| communincation: manny companies use a __________ for communication; give example | worksheet; SBAR |
| communication worksheet: SBAR- what does this stand for | Situation, Background, Assessment, Recommendation |
| communication worksheet: SBAR- what is the situation | pertinent situation |
| communication worksheet: SBAR- what is the background | the pertinent Hx |
| communication worksheet: SBAR- waht is the assessment | summarize the facts and give best assessment |
| communication worksheet: SBAR- what is recommendation | what actions are you asking for |
| conflict: what is it | method of dynamic interpersonal relationships |
| conflict: it is not always_____ | negative, can be two different opposing view, can be good |
| conflict: destructive stimmulates _____ and reduces _________ | unhealthy competition and distrust between pt and staff ; productivity |
| conflict: there is an opportunity for ________ & ________ | growth and learning |
| conflict: goal is to _____ conflict | welcome |
| conflict: not a skill that most ppl _________ | have |
| conflict: what are the three categories | competitive, mental struggle, hostile encounter |
| conflict: types- what is competitive; give example | opposing actions of incompatibles, common in life; divorce |
| conflict: types- what is mental struggle; give example | resulting from incopatible or opposing needs, drives wishes or demands, focuses on distribution of scarce resources; scholorship |
| conflict: types- what is hostile encounter; give example | aka collision, it is passive agressive, agressive behavior; two competing for the same job |
| causes of conflict: what is unclear roles | unsure of what your job is |
| causes of conflict: what is desire for scarce resources | ex: two ppl fighting for the same job |
| causes of conflict: what is distance mechanisms | ppl who keep others @ a distance; ex no teamwork |
| causes of conflict: what is unifying mechanisms | behaviors that bring ppl too close together, looks unprofessional |
| causes of conflict: what is perceived or felt conflict | feeling that someone is upset w/ you but don't know why |
| causes of conflict: what is unresolved conflict from prior conflict | no i messages, occurs when someone is aggresive to someone who is passive |
| causes of conflict: what is the the greatest cause of conflict | unresolved conflict from prior conflict |
| Roles of the LPN in conflict | learn to work with conflict effectively, keep conflict from esculatiing, develop conflict resolution skills, report problems if too complex, obtain advice/consultation from manager and integrate with own knowledge |
| transactional approach to conflict management: what is it | it provides a framework for thinking about life in a positive manner , teaches you to develop a positive mindset |
| transactional approach to conflict management:what are the 4 approaches to conflict management | win-lose, win-yield, lose-lose, win-win |
| transactional approach to conflict management: what is win-lose | destructive to employees and facilities, boss always wins |
| transactional approach to conflict management: what is win-yield | employees are so beaten down and discouraged, a neg. environement and they never even try, it is oppresive and destructive |
| transactional approach to conflict management: what is lose-lose | there is no winner, conflict is there, both sides are angry, nothing resolved |
| transactional approach to conflict management: what is win-win | brings out the best in ppl, based on maslows (values other ppl & their ideas), no struggle, need high energy awareness and ability to resolve conflict on both sides, |
| transactional approach to conflict management: what is the best approach | win-win |
| problem solving process: what is it | a series of steps used to solve problems, a conscious growth-producing method of dealing with challenges in life |
| problem solving process: what are the 6 steps; these steps are similar to what other process | define the problem, decide on the goals, choose alternatives, try out the alternatives, eval effectiveness of applroach, repeat preocess if solution is not effective; the nursing process |
| Conflict resolution w/ nursing process: what are the steps 5 | data collection, state the problem (where i messafe comes in), interventions, implementation, eval |
| Conflict resolution w/ nursing process: how do you data collect | listen to all the facts |
| Conflict resolution w/ nursing process: how do you state the problem | with the i message |
| Conflict resolution w/ nursing process: when finding interventions how should this be dome | involve all parties to find solution |
| the art of negotiation: why is it necessary | to find a win-win situation, it is critical for repeated conflict |
| the art of negotiation: what are the 3 rules of it | dont take what is said personally, dont do what comes naturally, identify the need being expressed, both parties will need to give up something |
| managing anger: how to do this | use problem solving process, use assertive communication, take conflict seriously, create a respectful work environment and white out |
| managing anger: what is white out | do not respond to anger when someone is angry, listen politely, promote pos. reaction |
| management: what is it | doing things right, organization of all care required of pt in a health care setting for a specific period |
| management: it is personal traits necessary for what | to plan, organize, motivate, and manage the personnel and material resources of an organization |
| management: what is the focus on | planning and dierecting to meet pts goals, not interpersonal relationships |
| management: what is the formal role | a broad understanding of organization and how it works |
| management process: it is similar to what | the nursing process |
| management process: what are the four steps | planning, organizing, directing, controlling |
| management process: what is the planning step | abjective and interventions to reach goal |
| management process: what is the organizing step | establishing priorities |
| management process: what is the directing step | sharing work as appropriate, supervising |
| management process: what is controlling | looking to see if processes that we use are being followed, ensuring to rule |
| management skills: what are the three | problem solving, communication, assignments |
| management skills: assignment- when giving assignement you need to have ___ & _______ | knowledge and judgement |
| management skills: guidelines for assignments | letting go, clearly identify expectations, empower to carry out, hold accoutable- requires reporting |
| mcgregors management theory: what is it | there is x and y theory, the focus is on the manager's attitude about ppl, it is two opposite attitudes that a manager can possess |
| mcgregors management theory: what is theory X | based on the belief that ppl dislike work, they need control, and force to make them work, lacks ambition, oppressive, punish as motivation |
| mcgregors management theory: what is theory y | based on belief that ppl like to work, can be self directed & accept responsibility, recognizes comlex ppl and creativity, view work as part of life |
| LPN in management: what are the traits | advocate for pt, interact w/ health team, provide direct care, assist staff members, maintain a safe and comfortable environment, promote excellence in pt care, advocate for self and staff |
| leadership: what is it | the personal traits necessary to establish vision and goals for an organization and the ability to execute them, how they get along with coworker |
| leadership: what is the focus on | to produce changes in the workplace that will meet goals of agency |
| leadership: is it formal or informal | informal |
| management: is it informal or formal | formal |
| leadership traits: what are they | skill set (vision, competency, commnication, problem-solving, self-evaluation), charisma (inpires, motivates) |
| leadership skills: what are the three | occupational skills (solid nursing skills), organizational skills (time managment, assertive), human relationship skills (good verbal and nonverbal communication) |
| supervision and charge nurse leadership responsibilities: assigning tasks- what is the right task | is this the right task to ask person to do, policies- are we allowed to sk them to do this |
| leadership responsibilities: assigning tasks- what is the right person | what is their level of competence, what aere their strengths |
| leadership responsibilities: assigning tasks: what is the right communication | clear concise directions, please thank |
| leadership responsibilities: assigning tasks- what is the legal aspect of assigning | michigan's practice act does not allow us to, to delegate so itis called assigning, no list of what you can assignout and what you can't, we are responsible for the outcome of any tasks |
| leadership behaviors- what are they | fairness, consistency, assumption/acceptance of responsibility, critical thinking, sensitivity, objectivitiy, establishment of standards, supportive of talents and differences, sense of humor |
| leadership styles: what are the 4 typs | autocratic, democratic, laissex-faire, multicratic, participative |
| leadership styles: what is autocratic | does not share respons. tell employees what to do, doesn't seek imput, follows rules |
| leadership styles: what is democratic | shares imput from everyone, best for daily nursing situations |
| leadership styles: what is laissex- faire | gives away responsibility to employees, put employees b4 policies, best when not bound by policies |
| leadership styles: what is multicratic/participative leader | compromise between autocratic and democratic |
| what is the role of the follower: competence and experience, willingness to work together, attitudes | competence and experience, willingness to work together, attitudes towards duties and others, particiaption in communication and decisions, acceptance of assignemnts, adneres to guidelines, search for growth and opportunities |
| maxwell laws of leadership: what are the laws | law of lid, influence, navigaiton, ef huutton, solid ground, intuition, connection |
| maxwell laws of leadership: what are the law of the lid | lid on the orgainizaiton ( organization will not rise above the level of leadership |
| maxwell laws of leadership: what are the law of influence | influencing ppl |
| maxwell laws of leadership: what are the law of navigation | anyone can steer the ship, but it takes a leader to chart the course (they have vision |
| maxwell laws of leadership: what are the law of EF Hutton | most influencial person in stock morket, when real leader speaks ppl listem |
| maxwell laws of leadership: what are the law of solid ground | trust is in the foundation |
| maxwell laws of leadership: what are the law of intuition | leaders eval everyting w/ a leadership bias (can read ppl and see trends) |
| maxwell laws of leadership: what are the law of connection | have to touch the heart of ppl for them to follow |
| debono's thinking hats: what is the theory | quick, simple and powerful technique to improve thinking by using 6 different hats |
| debono's thinking hats: what is the white hat | facts, figures, no emotions, neutral |
| debono's thinking hats: what is the red hat | angry, listen to emotions and intuitions |
| debono's thinking hats: what is the black hat | gloomy negative, looking at why it might fail |
| debono's thinking hats: what is the yellow hat | hopeful and optomistic |
| debono's thinking hats: what is the green hat | cultivate new ideas |
| debono's thinking hats: what is the blue hat | looking at every, and all possibilities |
| motivation: what is it | a drive that causes individuals to set personal goals and behave in a way that will allow them to reach those goals |
| motivation: what are intrinsic factors | internal from w/ in |
| motivation: what are influences- the internal and external | internal: forces-search for feelings of accomplishment; external: attractiveness of the effort, rewards and recognition |
| maslow's hierarchy of needs: what is this | focuses on what motivates ppl in terms of their desire to meet their needs, pyramid to clarify levels of needs |
| maslow's hierarchy of needs: what are the 5 levels | survival, safety, belonging, self-esteem, self-actualization |
| howlett style of nursing leadership: what is it | hierarchy of work motivators, based on maslow's hierarchy of needs, all levels considered to be needs of employees and as needs are met they can move up |
| howlett style of nursing leadership: how many levels are there | 5 |
| howlett style of nursing leadership: what is level 1 | salary, work condition |
| howlett style of nursing leadership: what is level 2 | safety, job security |
| howlett style of nursing leadership: what is level 3 | respect, relationships |
| howlett style of nursing leadership: what is level 4 | growth, responsibility changes |
| howlett style of nursing leadership: what is level 5 | advance in job |
| herzberg's 2 factor theory: what is this; what are the 2 factors | based on belief that there are two types of factors that play into the motivation of ppl, saying job satisfaction and dissatisfactor play into it; job hygeine and job motivation |
| herzberg's 2 factor theory: what is job hygeine factors; ex | attractors and maintainers of a job; benefits, salaries, relationships |
| herzberg's 2 factor theory: what is job motivation factors; ex | managerial behaviors that bring out the best in ppl; autonomy and growth; wok itself |
| power: what is this | the ability to influence others through the use of energy and strength, must to be developed as a skill to be used and understood |
| power: it is neither ____ or ______ | good nor bad |
| power: sharing it does not take the power away from who | the giver |
| power: positive if used how | on behlf of others |
| power: negative if used how | if used just for the use of power |
| what are characteristics of powerless groups | threatened by the competence of others, protecting own turf, worry over small things, want predictable, group behavior, horizantal hostility |
| what are characteristics of powerless groups: what is group behavior | obediance to others w/o question (aka grou think) |
| what are characteristics of powerless groups: what is horizontal hostility | lack of support for eachother, passive agressive behavior, codependent |
| types of power: what is institutional | (aka legitimate) name tag "boss" they have the abilites |
| types of power: what is connectional | aka referent, way they live their life and willing to share w/ others |
| types of power: what is expert | based on knowledge (most powerful for nurses) |
| types of power: what is information | person w/ most info has power |
| types of power: what is reward | someone w/ ability to reward, this can be manipulative (ex: parent and child) |
| types of power: what is coercive | manipulative turns into this |
| what are strategies for developing a powerful image | develop a pos. self image, learn to control situations, refuse to be a victim, value yourself and others, show initiative, resolve conflict |
| influence: what is it ; ex | the process of using power through energy and strength; coaching a new CENA, education of pt |
| empowerment: what is it | the process by which you encourgae the particioation of others in deicision- making |
| empowerment: what are the 2 types | self empowerment and empowerment of thers |
| empowerment: what is self empowerment | begins w/ you feeling self confident |
| empowerment: what is empowerment of others | responsibility to support and empower others, provide them opportunities to give them self confidence |
| empowerment: whatis the result | increased moral and effeiciency |
| what is change | the opportunity to alter the flow of events in your life, the lives of pts or an organization |
| what are the two common ways change occurs | planned change, and accidental change |
| planned change: what is the change agent | someone w/ experience and skill in the change process |
| planned change: comes from whom | a committee or an administrative group |
| planeed change: what is it | a well thought out and deliberate effort to make a change |
| accidental change: aka; what is it | change by drift; unplanned change that occurs b/c of an imbalance in the system |
| accidental change: it is worse or better than planned | worse |
| kurt lemin's change theory: what is unfreezing | the ability to get ppl or an organization to recognize that a change is needed for progress |
| kurt lemin's change theory: what are the two important rulles in unfreezing | do not try to implement chagne until unfreezing takes place, provide psych. safety for ppl involved in change |
| kurt lemin's change theory: unfreezing is essential b4 implementing ________ | change |
| transistion: what is it | a pasage or change from one place, state or set of circumstances to another |
| transistion: what are the four features experienced in transistion | a phase of turmoil, disturbances in bodily functions, mood and cognitive chagnes, an altered time perspective |
| transistion: what are the three kinds | developmental, situational, organizational |
| transistion: they are charecterized by what | a sense of uncertainty, disconnectedness, loss, incongruity between past expectations & present perceptions, and a lack of unfamiliar reference points |
| what are the 3 responsibilities of a nurse managers in supporting the successful completion of excellent holistic nursing care goals | identify goals that are realistic and achievable, coordinate the activities that will achieve the goal, establish a system of accountability to be sure the actions are taken and the goals are achieved |
| making assignments: what is delegation | the skill of letting go of some responsiblity and gaining the cooperation of others in meeting them |
| making assignments: 4 things that make effective delegation | tasks delagated are clear, pt has thorough needs assessed, staff person is capable to carry out tasks, a system of accountability is in place to monitor staff performance |
| what does minimum data set do | to assess resident needs, including their functional abilities and deficits |
| postive feedback: what is informal; what is formal | saying good work; formal recognization program of good work |
| counseling sessions: how shoukld they be | brief, and nonconfrontational, private, no negative information |
| what is non verbal communication | it is nonspecific communication that transmits information |
| what is a proactive person | a person who anticipates what could happen mentally in a situation and and prepares to deal with potential outcomes |
| what is the opposite of a proactive person | a reactive one |
| what is a reactive person | one who reacts to whatever happens in lfie |
| what is failed ocmmunication | is an interaction in which the communication that was planned did not occur |
| what is feedback | a steo in the communication process that assists in preventing or correcting failed communication |
| what is assertive communication | the ability to express yourself and protect your rights w/o violating the rights of anotherperson |
| what are the three catagories that causative factors are placed in conflict | competitive or opposing actions of incompatibles, mental strgies resulting from incompatable needs, hostile encounter |
| what are the 2 truths about conflict | itis inevitable, the result can be a complete analysis of the conflict b4 its escalationg to unmanageable proportions |
Created by:
jmkettel
Popular Nursing sets