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Management Exam 1 > Lecture 8 Communication > Flashcards

Lecture 8 Communication Flashcards

1
Q

SBAR

A 
S = Situation: Introduce yourself and the patient; briefly state the issue that you want to discuss (generally the patient's condition).
B = Background: Describe the background or context (patient's diagnosis, admission date, treatments to date).
A = Assessment: Summarize the patient's condition and state what you think the problem is.
R = Recommendation: Identify any new treatments or changes ordered and provide opinions or recommendations for further action.
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2
Q

I-SBAR

A
  1. SBAR + the step of introduction. Primarily used over the phone.
  2. Includes an introduction of the person doing the handoff, their role in the patient’s care, and the unit they are calling from.
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3
Q

Assertive communication

A

A way of communicating that allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person’s rights.

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4
Q

Passive communication

A

Occurs when a person suffers in silence although he or she may feel strongly about an issue. These communicators avoid conflict, often at the risk of bottling up feelings which may lead to an eventual explosion.

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5
Q

Aggressive communication

A

Communication that is generally direct, threatening, and condescending. It usually infringes on another person’s rights and intrudes into that person’s personal space as well.

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6
Q

Passive-aggressive communication

A

An aggressive message presented in a passive way. It generally involves limited verbal exchange (often with incongruent nonverbal behavior) by a person who feels strongly about a situation.

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7
Q

Communication begins _

A

The moment two or more people become aware of each other’s presence.

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8
Q

Internal climate of communication

A

Includes factors such as the values, feelings, temperament, and stress levels of the sender and the receiver.

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9
Q

External climate of communication

A

Includes external factors such as the weather, temperature, status, power, authority, and the organizational climate itself.

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10
Q

Sender, message, and receiver

A
  1. Communication always involves at least one of each, in addition to the mode or medium through which the message is sent.
  2. Both sender + receiver must be sensitive to the internal and external climates.
  3. The sender also has the responsibilities of validating what receivers see and hear, adjusting their language to their target audience, seeking feedback, and continuing follow-up communication.
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11
Q

Barriers to effective manager-subordinate communication

A
  1. Status.
  2. Power.
  3. Authority.
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12
Q

Variables affecting organizational communication

A
  1. Number of levels that communicate.
  2. Gender.
  3. Power and status.
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13
Q

Channels of communication

A
  1. Upward.
  2. Downward.
  3. Horizontal.
  4. Diagonal.
  5. Grapevine.
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14
Q

Upward communication

A
  1. Communication from subordinate to superior.
  2. Needs and wants are communicated upward to the next level in the hierarchy. Those at this higher level make decisions for a greater segment of the organization than do the lower-level managers.
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15
Q

Downward communication

A
  1. Communication from superior to subordinate (top to bottom).
  2. This is a traditional, primarily directive form of communication in organizations and helps to coordinate activities in various levels of the hierarchy.
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16
Q

Horizontal communication

A
  1. Communication from peer to peer.
  2. Individuals interact with others on the same hierarchical level as themselves who are managing different segments of the organization.
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17
Q

Diagonal communication

A
  1. Communication between individuals at differing hierarchy levels and job classifications.
  2. An individual interacts with individuals from other departments and groups who are not on the same level of the organizational hierarchy.
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18
Q

Grapevine communication

A
  1. Communication that is informal, haphazard, and random, usually involving small groups. Typically an undesirable form of communication.
  2. Information flows quickly among people at all hierarchical levels. Senders have little accountability for the message, which often becomes distorted as it speeds along.
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19
Q

The most significant barrier to effective communication is _

A

Incongruence between verbal and nonverbal communication.

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20
Q

Leaders are sensitive to verbal and nonverbal messages from followers, and inconsistencies may reflect _

A

Unresolved issues.

21
Q

Elements of nonverbal communication include _

A

Space, environment, appearance, eye contact, posture, facial expression, timing, and vocal expression.

22
Q

Actions to take when under attack by an aggressive person

A
  1. Reflect.
  2. Repeat the assertive message.
  3. Point out the implicit assumption.
  4. Restate the message by using assertive language.
  5. Question.
23
Q

GRRRR

A 
G = Greeting: Offer greetings and establish a positive environment.
R = Respectful listening: Listen without interrupting; pause to allow others to think.
R = Review: Summarize the message to make sure it was heard accurately.
R = Recommend or request more information: Seek additional information as necessary.
R = Reward: Recognize that a collaborative exchange has occurred by offering thanks.
24
Q

HIPAA (1996) stands for _

A

The Health Insurance Portability and Accountability Act.

25
Q

Electronic health record (EHR)

A

A longitudinal electronic record of patient health information produced by encounters in one or more care settings, such as hospitals, provider offices, clinics, and public health agencies.

26
Q

Stages of group communication

A
  1. Forming.
  2. Storming.
  3. Norming.
  4. Performing.
27
Q

Forming stage

A
  1. Introduction into the work group; members meet each other, interpersonal relationships are formed, expectations are defined, and directions are given.
  2. Testing occurs to identify boundaries.
28
Q

Storming stage

A
  1. A stage of competition and attempts at the establishment of individual identities.
  2. Individuals begin to feel comfortable enough with each other to disagree and if managed appropriately, this discourse can lead to increased trust, positive competition, and effective bargaining.
  3. Resistance occurs here, and the members may separate into subgroups.
29
Q

Norming stage

A
  1. Stage in which the group establishes rules and designs its work.
  2. Consensus evolves as group cohesion develops; conflict and resistance are overcome.
  3. Sometimes, this stage never occurs because no one takes the time to agree on and enforce ground rules and processes.
30
Q

Performing stage

A
  1. The stage in which the task is actually completed through constructive efforts.
  2. Roles become flexible and functional; energies are directed to task performance.
31
Q

Group task roles: Initiator

A

Contributor who proposes or suggests group goals or redefines the problem. There may be more than one initiator during the group’s lifetime.

32
Q

Group task roles: Information seeker

A

Searches for a factual basis for the group’s work.

33
Q

Group task roles: Information giver

A

Offers an opinion of what the group’s view of pertinent values should be.

34
Q

Group task roles: Opinion seeker

A

Seeks opinions that clarify or reflect the value of other members’ suggestions.

35
Q

Group task roles: Elaborator

A

Gives examples or extends meanings of suggestions given and how they could work.

36
Q

Group task roles: Coordinator

A

Clarifies and coordinates ideas, suggestions, and activities of the group.

37
Q

Group task roles: Orienter

A

Summarizes decisions and actions, identifies and questions departures from predetermined goals.

38
Q

Group task roles: Evaluator

A

Questions group accomplishments and compares them with a standard.

39
Q

Group task roles: Energizer

A

Stimulates and prods the group to act and raises the level of its actions.

40
Q

Group task roles: Procedural technician

A

Facilitates group action by arranging the environment.

41
Q

Group task roles: Recorder

A

Records the group’s activities and accomplishments.

42
Q

Group building and maintenance roles: Encourager

A

Accepts and praises all contributions, viewpoints, and ideas with warmth and solidarity.

43
Q

Group building and maintenance roles: Harmonizer

A

Mediates, harmonizes, and resolves conflict.

44
Q

Group building and maintenance roles: Compromiser

A

Yields his or her position in a conflict situation.

45
Q

Group building and maintenance roles: Gatekeeper

A

Promotes open communication and facilitates participation by all members.

46
Q

Group building and maintenance roles: Standard setter

A

Expresses or evaluates standards to evaluate group process.

47
Q

Group building and maintenance roles: Group commentator

A

Records group process and provides feedback to the group.

48
Q

Group building and maintenance roles: Follower

A

Accepts the group’s ideas and listens to discussion and decisions.

Management Exam 1 (8 decks)

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