Resolve and Regret - PowerPoint Presentation

Slide1

Resolve and Regret

Chapter 4

Code Blue

Health Science Edition 4Slide2

Supplementary Discussion 1 Taking the Reins

In this chapter, Wes Douglas assumes the reins of Brannan Community Hospital. 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.Slide3

New Characters

Tell what you know about the personality and probable motives of each of the following people:Elizabeth Flannigan—director of nursesHank

Ulman

—president of employee councilSlide4

Taking the Reins

Here is some good advice for anyone moving into a position of authority in a new organization:Slide5

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. Slide6

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.”

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Taking the Reins

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. Slide8

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.”

Often the quickest course of action, especially when you are dealing with people, is not the best approach

. Slide9

Taking the Reins

Before you start giving orders, strive to understand each stakeholder’s point of view. Build rapport and lay the appropriate groundwork. Slide10

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.Many supervisors fail when they do the right thing, but in the wrong way. Slide11

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. Slide12

Taking the Reins

Don’t criticize your predecessor, even if he or she was incompetent. He or she may have friends whom you will alienate. Some may feel that you are demeaning your predecessor to inflate your own importance.Slide13

Taking the Reins

A negative approach when dealing with other people is rarely effective. Slide14

Taking the Reins Summary

Understand before committingListenBuild rapportGain trust

Avoid criticizing

Be positiveSlide15

Supplementary Discussion 2Teamwork

Most of the work done in the world of work is done in teams.Slide16

Supplementary Discussion 2Teamwork

Patient care in hospitals is delivered by interdisciplinary teams—teams with different educational backgrounds that work for the common objective of healing the patient.Slide17

Team Leaders

The interdisciplinary team is led by a physician who diagnoses the patient and plans treatment.Slide18

Team Leaders

A registered nurse serves as the team leader for care delivered in the hospital.Slide19

Team Leaders

Team leaders delegate tasks to licensed and non-licensed personnel.Slide20

Researchers have identified common characteristics of successful teams. These include:

Effective leadershipCommon objectivesAn understanding of role of each team member

Attention to activities that build team spiritSlide21

Researchers have identified common characteristics of successful teams. These include:

An ability to meet the needs of individual playersTrustGood communications

Respect for factsSlide22

Effective team leaders delegate:

appropriate tasks,in the appropriate circumstance,to the individual with the licensure and training to carry out that task and

providing meaningful direction and communication, and

give adequate supervision and feedbackSlide23

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

Accept responsibility

Seek input from all team members

Break complex objectives into tasks that can be delegatedSlide24

Successful Leaders

Possess the ability to inspire and manage peopleUnderstand the importance of human resourcesPossess good listening skillsUnderstand and respect diversity

Provide supervision and feedback. Slide25

Leadership

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. The greatest leader is he or she who serves.Slide26

Team Spirit

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 progressNewsletters

Certificates of appreciation

Thank you cardsSlide27

Team Spirit

On-the-spot rewards (i.e. tickets to movies for nurses working double shifts)Parties and other fun activities to celebrate accomplishmentsSuccessful teams celebrate cooperative effort—they will not intentionally allow one member to benefit at the expense of another.Slide28

Teams are made of people

A sense of accomplishmentControl over one’s personal environment

Freedom of thought, action, and growth

Recognition, and prestige

A sense of belonging

Security

Successful teams recognize the importance of meeting the needs of each team member. These include:Slide29

Trust

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 memberAcceptance of different backgrounds, perceptions, and contributions

Willingness to take the risk of interdependence

Problem solving rather than personal bargaining

Willingness to allow others to make mistakesSlide30

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.

This is not to say that teams should allow mistakes to occur through carelessness or a lack of planning.Slide31

Communications

Communications are an essential component of teamwork. In healthcare, a failure to communicate effectively can result in the injury or death of a patient. Slide32

Communications

Communication can be verbal or non-verbal. Non-verbal communication enhances and supports verbal communication, and includes body language, facial expressions, and gestures.Slide33

Review Homework QuestionsSlide34

The End!