Final Flashcards

Question

What are the circumstances the RHPA specifies a mandatory report is required?

Answer 1

o Sexual abuse o Terminations, restrictions, investigations o Conduct of others o Incompetence and incapacity * Child and Family Services Act, 1990 o Child Abuse * Long-Term Care Homes Act, 2007 o Elder abuse - This mandatory report ensures the college is aware and can investigate any incidents of professional misconduct, incompetence, incapacity. Idea behind it is protection of the public. There are things you can’t turn a blind eye to. If you see it you must report it – can’t pretend you didn’t see it. - Terminations need to be defined – when they talk about terminations they aren’t saying termination with or without cause. Those are legal terms. What they mean is termination in general for suspicion of professional misconduct. If they are terminating you b/c they’re suspecting that you have incompetence or incapacity. This would fall under second bullet point. - Conduct of others – you are responsible for promptly reporting anything that is unsafe in terms of practice by other kinesiologists. This is all if you are a COKO member. - If the person that you suspect is abusing a child or an elder if a member of COKO you report it to them or if a member of any regulated health profession you report it to that regulating body for that person. But also report it to 2 very specific organizations. Be aware that this a separate legislative piece outside of our practice. Ontario legislation. - Self-reporting – some of this is in relation to the annual reporting that we do in order to maintain our registration/certification. Do need to report if you’ve been found guilty of an offence. Need to report if you’ve been found guilty of professional negligence or malpractice. Negligence meaning you didn’t conduct yourself to a standard of care and therefore something that you did or did not do actually resulted in damages to someone you had a duty of care to. Legal proceedings are separate from ethical proceedings but do need to report those to your college or regulating body. If licenced as a RMT as well as RKIN and the RMT organization is investigating you for something you need to report that to COKO.

Answer 2

o Guilty of an offence o Finding of professional negligence or malpractice o Finding or proceeding by another regulatory body

Answer 3

- Incompetence/incapacity – you’re considered to be incompetent if the professional care of the patient displays a lack of knowledge, skill or judgment of a nature or to an extent that demonstrates that the member is unfit to continue to practice or that the members practice should be restricted. Not demonstrated by a mistake rather a repetition or pattern of a deficiency. A mistake once is part of the learning process, reflect and move forwards – use clinical reasoning. This is a demonstration where this is consistently becoming an issue.

Answer 4

Proof is not necessary, only reasonable suspicion * Reporters are protected against liability under the RHPA when making a mandatory report, even if the allegations are proven to be false.

Answer 5

It is considered professional misconduct if a kinesiologist fails to report any of the above information. If the College becomes aware of such a failure, the College can investigate. Failure to make a mandatory report is an offence punishable with a fine of up to $50,000.00 for a first offence.

Answer 6

* Spending time with a patient/client that exceeds their health care needs. * Scheduling irregular appointment times or longer appointment times with a patient/client. * Dressing differently when seeing a particular patient/client. * Using suggestive verbal or body language or flirting with a patient/client. * Physically touching the patient/client in a manner unnecessary for the treatment. * Asking a patient/client for personal information that is not related to their health care needs, such as asking if the patient/client is dating anyone. * Answering questions of a similar nature as above from the patient/client. * Self-disclosure to the patient/client about personal problems or situations. * Providing a patient/client with personal contact information and/or accepting the personal contact information from the patient/client. * Contacting and conversing with a patient/client that is not necessary to the treatment of the patient/client. * Accepting or requesting access to personal social media accounts on platforms such as Facebook, Twitter, LinkedIn or other personal blog sites. * Reducing or waiving professional fees. * Receiving or giving gifts, especially those that are expensive or of a personal nature. * Meeting socially with the patient/client even if there is no physical or sexual contact. * Frequently thinking about the patient/client in personal terms, and * Being hesitant to discuss activities with a patient/client to friends, family and colleagues (except for reasons of confidentiality). - What if running a home business. Need to set clear boundaries between work and personal life is important.

Answer 7

To work together, especially in a joint intellectual effort, the concurrent treatment of a patient/client by healthcare professionals -Need to make sure are only collaborating and providing concurrent care when it’s as per our professional judgment a requirement for care. -The care needs to be compatible.

Answer 8

The circumstance where more than one healthcare professional is administering or applying remedies to a patient/client for the same or related disease, injury or for the treatment of unrelated diseases or injury where the treatment of one disease or injury could affect the treatment of the other. Care is concurrent b/c both engaging with them at the same time but might not be directly for the same disease/disorder.

Answer 9

Provide concurrent treatment in circumstances where the treatment: 1. Is appropriate to the needs of the client. 2. Is complementary to the treatment provided by the other health care professional 3. Is provided following consultation with the other health care professional whenever possible. 4. Is coordinated with other health care professional whenever possible.

Answer 10

Not providing concurrent treatment in circumstances where: 1. The other healthcare professional has a conflicting treatment approach or client care objective. 2. The kinesiology services are unethical or inefficient duplication of healthcare services. - Why are these services necessary rather than just b/c the person has access to the services/benefits.

Answer 11

3. In circumstances where, in his or her judgement, the concurrent treatment is unnecessary, clearly communicating this decision to the patient 4. Ensuring that the funding mechanism that is paying for the care permits more than one healthcare professional to provide treatment for the patient/client and obtaining informed consent if it does not. However, the patient/client may choose to pay for the treatment themselves should the funding mechanism not permit more than one healthcare professional to provide treatment 5. Not commenting on health professionals’ qualifications or services other than to provide professional opinions that are necessary in the circumstances in a respectful manner - You do have a duty to provide your opinion and say that things are unethical and make sure things are safe for the person you’re caring for but does need to be in a respectful manner.

Answer 12

* The treatments provided to the patient/client for the same or related conditions may inadvertently counteract or interfere with each other; * Conflicting advice and/or information may be provided to the patient/client; * The member may not be able to determine the impact of his or her treatment intervention on the patient/client; * Issues of confidentiality and privacy and patient/client control over their personal health information can arise; and * The concurrent treatment may result in an unethical or inefficient use of healthcare resources.

Answer 13

Assignment is the process of handing over the care of a patient/client (or specific tasks) to another health care worker (either regulated or non)

Answer 14

o Student: Any student seeking work experience in kinesiology practice or related field o Support Personnel: An unregulated person who is working under the direct or indirect supervision of a regulated health professional, whose activities are the responsibility of the regulated health professional. Carrying out care for supervisor.

Answer 15

Where a kinesiologist is not directly assignment care about a specific patient/client, but is in a managerial or oversight role over staff and/or practice environment

Answer 16

* the need to encourage a student’s/support personnel’s autonomy and learning; * a level of supervision appropriate to the assignment; * the knowledge, skill and clinical reasoning of the student/support personnel; * the patient’s/client’s level of comfort in working with students/support personnel; and * the severity or risk level associated with the patient’s/client’s condition. - Up to your judgement, the complexity of the task and who the patient is, the person you’re assigning care to and the level of risk.

Answer 17

1. Maintaining professional accountability for all aspects of care/service which they assign 2. Evaluating the knowledge, skill and judgment of the student(s)/support personnel prior to any assignment. 3. Ensuring that the duties assigned are appropriate and take into consideration the complexity of the practice environment and the patient’s/client’s condition along with their: a) Knowledge, skill, and judgement, b) level of education, c) experience, and d) confidence 4. Ensuring that the student/support personnel is competent to perform any intervention, service or activity that is assigned to them. 5. Conducting ongoing training and evaluation of students/support personnel to ensure that they are competent, and their performance of the assigned intervention meets the standard of practice for the profession. 6. Documenting training and evaluation of students/support personnel which is conducted at appropriate intervals related to the placement/position, duration of employment, experience of the student/support personnel and any other relevant factors. 7. Minimizing risk of harm to the patient/client by ensuring that they supervise students/support personnel at an appropriate level based on consideration of the activities to be performed and assessment of the level of competency of the student/support person. This does not mean that all students/support personnel must be in the presence of the kinesiologist and under direct observation at all times. It will depend on the student’s/support personnel’s level of knowledge, skills and judgment 8. Obtaining informed consent from patients/clients or their substitute decision-makers prior to involving students/support personnel. 9. Ensuring that patient/client records and related documentation reflect accurately who has entered what information/notations and who has provided what services or performed which acts described in the notes. 10. Ensuring that patient/client records and related documentation written or completed by students/support personnel include a formal acknowledgment that the information has been reviewed by the supervising member. 11. Immediately discontinuing student/support personnel involvement in circumstances where their actions or deficient knowledge, skill or clinical reasoning place the patient/client or public at risk, or where the patient/client withdraws consent for their involvement. - Need to supervise ppl appropriately at an appropriate level based on the activities being performed, the competency of the person, the complexity of the client.

Answer 18

1. Obtaining informed consent for a course of treatment and/or a change in the course of the treatment 2. Discharging a client from treatment and creating a discharge plan

Answer 19

MUST educate regarding professional boundaries - Accountable for making reasonable efforts at ensuring that professional boundaries are maintained. You are responsible for any and all care that is assigned – and this means responsible for actions of those ppl as well as it pertains to the idea of professional boundaries.

Answer 20

Delegation is the act of transferring authority from one practitioner to another to perform the controlled act. Delegation is permitted in order to make the delivery of health care more efficient and effective for patients/clients. In this way, delegation is aimed at protecting the public by advancing the patient’s/client’s interests, which could include more timely access to health care services and the better utilization of available health professionals who have an appropriate level of skills and knowledge. - When we talk about delegation these are very specific terms and they only are utilized and refer to actions that are in the RHPA for controlled acts. You do have a responsibility that if you’re going to accept a delegated act or medical directive to be aware of what the responsibilities are and that it’s safe. Don’t just assume that b/c someone has presented it to you and asked you to do this that they’re fully aware of their responsibilities.

Answer 21

Medical directives are a form of delegation. Medical directives are standing orders made in advance by the authorizing professional for the performance of a controlled act when certain sets of conditions/circumstances exist (may be client-specific or situation-specific) There has to be very specific circumstances where this would take place. - The directive is not a direct order – not telling someone to go communicate a diagnosis with a patient. There is a very clear and clean set of expectations that in the event these conditions are met you CAN perform this. Idea is to make sure we have flexible and efficient care, improving access to health care itself. Useful in facilities where authorizing health personnel are not aways readily available or in settings where the performance of the controlled act is common and frequent. - These (delegation but especially directives) need to be developed by the authorizing professional in collaboration with the delagatee. The professional doesn’t know what you’re comfortable with or what you know and don’t know, what you can or can’t communicate or what you do and don’t understand.

Answer 22

2. Only particular components - specifically, performing a procedure below the surface of the cornea, or in or below the surfaces of the teeth, including the scaling of teeth. 4. Moving the joints of the spine beyond the individual’s usual physiological range of motion using a fast, low amplitude thrust. 6. Putting an instrument, hand or finger, i. beyond the external ear canal, ii. beyond the point in the nasal passages where they normally narrow, iii. beyond the larynx, iv. beyond the opening of the urethra, v. beyond the labia majora, vi. beyond the anal verge, or vii. into an artificial opening into the body 8. Prescribing, dispensing, selling or compounding a drug as defined in the Drug and Pharmacies Regulation Act, or supervising the part of a pharmacy where such drugs are kept. 9. Prescribing or dispensing, for vision or eye problems, subnormal vision devices, contact lenses or eye glasses other than simple magnifiers. 10. Prescribing a hearing aid for a hearing impaired person. 11. Fitting or dispensing a dental prosthesis, orthodontic or periodontal appliance or a device used inside the mouth to protect teeth from abnormal functioning. 12. Managing labour or conducting the delivery of a baby. 13. Allergy challenge testing of a kind in which a positive result of the test is a significant allergic response.

Answer 23

1. Communicating a diagnosis or disorder as the cause of symptoms 2. Performing a procedure on tissue below the dermis, the surface of a mucous membrane. 3. Setting or casting a fracture of a bone or dislocation of a joint 5. Administering a substance by injection or inhalation 7. Applying or ordering the application of a form of energy prescribed by the regulations under this Act. 14. Treating, by means of psychotherapy technique, delivered through a therapeutic relationship, an individual’s serious disorder of thought, cognition, mood, emotional regulation, perception or memory that may seriously impair the individual’s judgement, insight, behaviour, communication or social functioning.

Answer 24

* Both the authorizer and the delegatee are accountable for the actual performance of the controlled act. The delegator does not need to be present during the presence of the performance of the controlled act; * The delegatee must be reasonably sure that the authorizer is authorized to perform the act and authorized to delegate the act. * The member has the knowledge, skills and ability to perform the controlled act, including the competence to manage all reasonably foreseeable outcomes of performing the act. * The member has confirmed the condition of the patient/client and that the delegator has performed an appropriate assessment of the risk of harm to the patient/client by the performance of the controlled act. The member must also be able to answer the patient’s/client’s questions about the benefits and risks of the procedure; * The member has confirmed that the patient/client has consented to the delegation of the controlled act. If the member is operating under a directive, they should inform the patient/client of the nature of the directive; * The member must document the acceptance of delegation, the circumstances of the delegation and also fully document the performance of the procedure and any outcomes. Any discussions with the patient/client about the performance of the controlled act should also be fully documented; and * The member must not sub-delegate the act.

Answer 25

* Dual health care practices occur when a member of the College of Kinesiologists of Ontario (the College) practices as a kinesiologist and practices in another health care discipline (e.g. massage therapist, chiropractor or acupuncturist). * The other health discipline may be regulated or unregulated. * While this can benefit patients/clients, it complicates the role and informed consent duties of members, especially when there is overlap in the scope of practice.

Answer 26

1. Keep the roles of the dual health care practice separate and distinct in the mind of the patient/client 2. Ensure that treatments recommended and provided are based solely on patients’/clients’ needs 3. Ensure that patients/clients are provided with the information needed to understand the different roles and accountabilities when performing the treatment. 4. Ensure that patients/clients are provided with the services that they initially sought unless it is determined to be inappropriate 5. Ensure that patients’/clients’ records clearly demonstrate which services have been provided at each encounter 6. Claim only the time worked practicing within the scope of practice of kin as practice hours for continued registration within the CKO 7. Ensure that any provided care in another discipline is not done in an effort to avoid practicing according to the CKO standards - You can never take your regulated health professional hat off if member of a regulatory college therefore any and all tasks that you have that come from other certifications, if they fall within the scope of your regulated health profession credential then you are always acting as that credential.

Answer 27

Always accountable to the public, through the College, for their practice and conduct.

Answer 28

* Leadership is a process that occurs whenever an individual intentionally acts to influence another individual or group, regardless of the reason, in an effort to achieve a common goal, which may or may not contribute to the success of the organization. * Leadership within healthcare requires that skillful individuals meet the health challenges of communities and the populations they serve. o Idea of process is key. Leadership is typically a transaction between the leader themselves and the ppl who follow them. Not always defined as a trait or characteristic of the leader itself o Think of it as an interactive process not necessarily a one way process. o Leaders and followers affect one another. o When we talk about leadership it’s not necessarily confined to someone who is formally designated as a leader of a group. Can be anyone in any practice or setting that emerges as a leader. * Leadership is an intentional process. o Assigned and emergent leadership * Influencing another individual or group is based on the manner in which a leader engages with the other person * Leaders engage another individual or group, normally with a common purpose * A common purpose refers to having mutual purpose and achieving something together

Answer 29

- Assigned is that leadership or the person in that position has that based on a position that they hold within an organization. - Emergent – leadership is exercised by someone who isn’t actually assigned to be in a formal leadership role. - Typically, leaders who emerge or are assigned want to lead in some capacity but we need to recognize that while we want to lead this might not always be what happens. Might not be successful in the process of influencing others. - When we talk about influencing another individual or a group this is based on the way we engage with those ppl. Leadership innately doesn’t exist if influence doesn’t occur. Leaders engage another person or group usually through having some sort of common purpose. - Common goal is a prerequisite as we discuss leadership as when we talk about leading it involves 1 or more individuals having a mutual purpose and achieving something together. Trying to invoke influence over these ppl. - Unfortunately, the common goal doesn’t always contribute to the success of the organization o Just b/c we’re leading and have influence and this has been successful this doesn’t innately transfer to success within an organization and in our context think about this extended beyond organizations – think on micro levels and think about the influence and success within a clients progression of care.

Answer 30

1. Referent power 2. Expert power 3. Legitimate power 4. Reward power 5. Coercive power 6. Personal power 7. Position power

Answer 31

Power allows us to influence some sort of process. This influence of processes is at the center of our leadership dilemma. -When leaders are able to influence their followers whether it’s beliefs, attitudes, or courses of action, we term that as having power. Leaders use the power they have to produce/invoke change within their followers

Answer 32

Based on the followers identification with and liking for the leader. A teacher that you as students really like is said to have referent power.

Answer 33

Based on followers perceptions of the leaders competence in a specific area. A key note speaker at a conference for example. Someone who is a tour guide – knowledgeable about that area or attraction and therefore we identify them as having expert power in that scenario.

Answer 34

Associated with a formal job or authority. Your boss has legitimate power over you.

Answer 35

This is derived from capacity to provide rewards to others. If you think about a supervisor who rewards an employee to work harder this is using reward power.

Answer 36

Identified as the capacity to penalize or punish others. Think about a coach – someone who might sit players or punish them, reducing their playing time when they show up late to practice. If the coach took this approach this is an example of coercive power.

Answer 37

Referent + expert When we identify a leader who we believe to be knowledgeable and likeable we are going to say that that individual has personal power from the leader. Personal power is based on the perception of the followers and includes both referent and expert power in that definition.

Answer 38

Legitimate + reward + coercive Refers to power that is obtained on an individualized basis based on the particular rank within a formal organization.

Answer 39

* ‘Great Man Approach’ o Assumed that great leaders of the time shared similar characteristics and traits * Based on the personal characteristics of a given leader o Identifying specific traits in leaders - A single trait can successfully anticipate leadership qualities.

Answer 40

o Neuroticism o Extroversion o Openness to experience o Agreeableness o Conscientiousness - Can help us forecast some sort of leadership outcome but doesn’t help us understand the behaviors of leaders and so this is why behavior theory came about

Answer 41

* Particular behaviors are what distinguish leaders * Begin with the assumption that an effective leader in any achievement context is one who exhibits the behaviors that are most conducive to group productivity and group psychosocial growth. - In this theory we assume that ppl can be taught to be leaders through both education and instruction.

Answer 42

Leaders initiate structure meaning they take a formal approach to management, identifying and describing goals, expectations, tasks and outcomes. The other theme is leaders take consideration – this concept is built around relationships that exist between the leader and follower and this relationship is built through the idea of respect and trust.

Answer 43

* The leader takes on the responsibility of creating the framework (the path) to be successful in achieving specific results (the goal) of the task or project. * Was a manner in which to motivate subordinates with desired outcomes where leaders provided clarity to achieve specific results * They recognized 4 types of behaviors: directive, supportive, participative, and achievement oriented, and believe the success of each is dependent on the subordinate. - Want to motivate those who follow us. Motivate these ppl with desired outcomes where we as leaders provide clear processes and steps to achieve the specific results we want. - They believe that the success of each dependent is on the subordinate. You clear a path but how successful the individual is that you’re trying to lead depends on that person.

Answer 44

* A leader has a particular group of supporters entrusted with special projects, usually resulting in increased job satisfaction, higher morale, a reduction in turnover, and stronger performance. - Differentiating factor of this theory compared to others is that this theory specifically focuses on the exchange that takes place between the leader and follower. Focused on that relationship. Some of the other theory focuses more on one specific person (leader or follower). Hinges on quality of relationship that exists between members and leadership team.

Answer 45

* Centered on being genuine and sincere. It returns to an approach that looks at specific characteristics of the leader, including exemplifying ethical behavior, developing trust, sharing positive values, and humbly promoting others. * These types of leaders “are thought to promote ethical conduct and discourage nefarious behavior among their followers” - Those who are confident in themselves and also confident in their values and act upon them. These types of leaders have a strong sense of self and don’t necessarily behave differently b/c of external input. They are really true to their beliefs and core values and they act accordingly. - Champion their beliefs with passion and naturally this passion encourages followers - These ppl who follow this type of leader are attracted to an individual who exudes trustworthiness, especially when it comes to a trustworthy leader. A very attractive quality - Thought to promote the idea of ethical conduct and discourage immoral behavior among the group of followers that they have.

Answer 46

* It involves sacrifice on behalf of the leader, giving up self-interests to provide for others * The focus of the leader – leaders are attentive, empathetic and nurture their followers - Similar to other theories but one key thing is that they center their activities around others in order to provide others with development activities and this in theory results in confidence, inclusion and worthiness among those who follow them. - Idea behind the servant leaders is an individual who innately has a desire to serve others.

Answer 47

* Changing leadership styles based on circumstance * Leadership capabilities alter when a given leader is in a particular situation * They can adjust the way they lead to achieve desired results

Answer 48

* The ability of a leader to take a situation that would normally deliver ordinary results to extraordinary through inherently motivating followers * Belief that leaders are first transactional and evolve to become transformational * Transactional: motivate through clear goals, defined roles, and following specific directions or requirements; Transformational: those who inspire. - Transformational – inspire their followers to go well beyond followers own self-interest. Capable of having a profound effect on the followers that they engage with. - Something developed over time and begins usually with transactional style – provide very specific orders for a task. We begin to learn different ways in which we can inspire others. Rather than very specific direction or set of instruction we change things and inspire them to go beyond this and expand beyond just that simple task based completion based on the set of standards you have provided within that organizational structure. - When we talk about the other end of the spectrum – more transformational style – enhances productivity but motivation to get things done is enhanced, their thoughts and feelings from a psychosocial level is also enhanced. Group itself now becomes more cohesive rather than having followers work in task based isolation. You’ve inspired them to come together and think beyond the task that you’ve put forward.

Answer 49

A leader who might be fairly lazy in their leadership style (more laisez faire), don’t have a lot of influence and don’t care to have a lot of influence - Laissez faire isn’t effective at stimulating followers’ performance or productivity and they don’t create great positive psychosocial responses within the group. Flippant about things.

Answer 50

- Charisma – refers to ability of an individual to connect with those that follow them in a manner that produces performance and attainment. These leaders exhibit charisma by articulating goals as we discussed with our transactional leadership but also take risks which is transformational, also set higher expectations and they emphasize the idea of a collective identity and vision rather than here is a set of tasks and how I want you to complete them. This is how you move from transactional into transformational - Charisma becomes important as the individual demonstrates it through the idea of self-sacrifice and they lead by example.

Answer 51

1. Idealized influence 2. Intellectual stimulation 3. Inspirational motivation 4. Individual consideration

Answer 52

one of the most important things you can do as a transformational leader. They lead by example. When looking at those who follow you they look at you as a role model in all areas of the workplace. Idea is that you have authenticity – they will pick up on those behaviors and feel inspired to maintain high standards of performance for you. Not really about manipulating those around you into working hard. It’s about the idea of leading by example and being a positive influence on others. Done through your commitment to trust, transparency, and respect. - Describes managers who are exemplary role models for associates. Managers with idealized influence can be trusted and respected by associates to make good decisions for the organization

Answer 53

You need to help to create change and it’s important to challenge longstanding beliefs that a company has. Want to push the status quo to encourage followers, employees, clients to be innovative, creative and critical thinkers and problem solvers. When we think of this transformative leader we think about them helping employees to feel comfortable by proposing new ideas but also by exploring these new ideas as well as opportunities that in theory could inject innovation in the organizational structure. Important to help to establish an environment where you welcome this growth and it gets everyone excited about this transformative process. - Describes managers who encourage innovation and creativity through challenging the normal beliefs or views of the group. Managers with intellectual stimulation promote critical thinking and problem solving in an effort to make the organization better.

Answer 54

Need to encourage team to feel attached and committed to the vision. You want to ensure that those who are following you feel as committed to your goals as you do as their leader. Giving them a strong sense of purpose rather than attempting to motivating them through other tactics like fear. - Describes managers who motivate associates to commit the vision of the organization. Managers with inspirational motivation encourage team spirit to reach goals of increased revenue and market growth for the organization.

Answer 55

Important that those who we lead feel a sense of independence but also ownership in the goal. You as the leader need to understand that every individual is a unique person and they each have their specific needs, mentorship styles, and contributions they want to bring forwards. These leaders tailor the way that they coach and mentor those around them in order to ensure that each individual can reach goals both inside and outside of your organization. - Describes managers who act as coaches and advisors to the associates. Managers with individual consideration encourage associates to reach goals that help both the associates and the organization.

Answer 56

* Management: The act of working with and through people in order to complete the work at hand in an effective an efficient manner * A manager does not have to be a leader, nor does a leader have to be a manager * Disagreement exists regarding the degree of overlap o Pascale: managers do things right, while leaders do the right thing o Mintzberg: leadership is one of the key managerial roles - When looking at leadership a lot of it assumed that this leader was in an inherent sense of power – maybe in more of a managerial position. - The 2 concepts overlap but are inherently different. Leadership emphasizes the idea of influence or encouragement or getting a group or a person to move towards a common set of goals - Management focuses on more traditional aspects of organization or running an organization.

Answer 57

Planning Organizing Staffing Directing Controlling

Answer 58

* Communication * Consistency * Comprehension of the relationship between trust and understanding * The ability to be adaptive * Emotional intelligence * Integrity It's okay to change styles by the task/situation but not by the day. - Adaptive – different contexts may require you to shift. Maybe it’s a deadline or your client suffered a setback so need to shift expectations based on new needs. Need to be agile and adaptive in order for our followers to feel they can work with us and be inspired by us and to trust us with the common goal we are working towards. - Emotional intelligence – professionalism and engagement with those in front of us. Idea of reading those around us, reading into the people we are engaging with is important. Need to be aware of our own emotional regulation not just those around us. How self-aware are we? Are we motivated? Are we empathetic? What social skills do we have? - Integrity – defined as the quality of being honest and having strong moral principles. In order for those to trust us and for those to have understanding in us and be motivated by us, work towards a common goal with us, be inspired by us, to create a transformational leadership approach we need a strong ethical sense and integrity.

Answer 59

- Exception - (4) For the purposes of subsection (3), "Sexual nature" does not include touching, behaviour, or remarks of a clinical nature appropriate to the services being provided. - Exception, spouses - (5) If the Council has made a regulation under clause 95 (1) (0.a), conduct, behaviour or remarks that would otherwise constitute sexual abuse of a patient by a member under the definition of “sexual abuse” in subsection (3) do not constitute sexual abuse if, - a) the patient is the member’s spouse; and - b) the member is not engaged in the practice of the profession at the time the conduct, behaviour or remark occurs. - EXCEPTIONS: Injured and cannot get to a practitioner, by you saying no their health will decline OR someone cannot financially seek care NOT ongoing, once they get an appointment, they must switch practitioners that can provide equal or better care - - Your professionalism should change drastically – conversations, professionalism should INCREASE

Answer 60

1. Recognize there is an ethical issue - something makes you uncomfortable 2. Identify the problem and who is involved - what is making you uncomfortable? Who else is involved? 3. Consider the relevant facts, law, principles, and values - what laws or standards might apply? what ethical value or ethical principle is involved? 4. Establish and analyze potential options - weigh possibilities and outcomes. Use your moral imagination. 5. After undertaking steps 1-4, choose a course of action and implement - are there any barrier to action. What information should be recored? 6. Evaluate the outcome and determine if further action is needed - where did you learn? What can you do to prevent future occurrence?

Answer 61

* It is a conflict of interest to engage in a relationship or arrangement as a result of which a practitioner’s personal interests could improperly influence their professional judgment or conflict with their duty to act in the best interest of patients. * A conflict of interest can occur even where the interest or benefit goes to a “related person”, such as a close relative of (or a corporation affiliated with) the registrant. READ the examples on in class notes!

Answer 62

* Be aware of real, potential, or perceived conflicts of interests that may arise o Correct application of strategies to mitigate or otherwise address conflicts of interest where they are permissible and unavoidable. Strategies may include: o Proactive disclosure, including documentation o Timely discharge planning, including appropriate referral to alternative care o Clear separation of personal and professional roles o Establishing and following an appropriate conflict of interest policy and code of conduct in one’s own practice o Ensuring that informed consent is obtained from the patient, including ensuring that patients/clients are aware of alternative treatment or care options and have the freedom to choose for themselves o Contacting the college or consulting legal counsel regarding real, possible, or perceived conflict of interest

Answer 63

Physical or mental collapse caused by overwork or stress. Burnout is a state of chronic stress that leads to: - Physical and emotional exhaustion - Cynicism and detachment - Feelings of incompetence and lack of accomplishment KEY FACTOR = When no amount of rest, relaxation or refuelling changes these factors. Symptoms include: chronic fatigue, insomnia, increased absenteeism, MSK aches and pains, migraines, digestive problems, recurrent bouts with colds/flu, loss of compassion and empathy towards patients, family members, coworkers and friends, frequently bored.

Answer 64

Set boundaries = set realistic boundaries - I wil ltake 3 not ideal positions to get work and build profile - I will not continue to take jobs I am not learning in after (x) year(s) Tune into your radar = how do you FEEL - I am stressed, physically drained and feeling a lot of pressure and it's outside of normal range Conscious choice = own your choice - I'm taking my entire night to re-fuel by meal prepping, hitting the gym and sleeping - I'm giving up the St. Paddy's Day party to stay true to my professional goals.

Answer 65

- Assume good intent and have an open mind - Validate the other person’s point of view – listen and keep the discussion impersonal - Give each other permission to disagree - Find your common ground - Agree to make swift decisions and learn from the situation - Bring in a 3rd party - Focus on the mission – pick you battles, remain professional

Answer 66

A member who is an independent or sole practitioner is accountable for all the responsibilities under the Regulated Health Professions Act, the Practice Standards and Guidelines of the College and obligations under any other applicable legislation.

Answer 67

A member who is a supervisor must adhere to the College’s Practice Standard on Supervision. Members may also want to implement policies which are respectful of different professions and the obligations of those professionals for adhering to practice standards of their regulatory college.

Answer 68

o A member who is working as part of a multi-disciplinary team is accountable for all aspects of the care they provide. While in this setting members are operating as autonomous practitioners, some aspects of practice may be integrated, such as record keeping and record storage. In addition, the employer/facility operator may be accepting responsibility for certain areas such as billing practices or other workplace policies. However, each practitioner is accountable for each joint responsibility. Health care professionals working in multi-disciplinary settings should strive through discussion and collaboration to create and maintain a work environment where all regulated health professionals are able to optimize their practice for the welfare of the client.

Answer 69

o A member who is working in a support role to another regulated health professional (supervising practitioner) is accountable for carrying out work assignments safely and competently. A member in a support role is still accountable as a regulated health professional. o It is expected that the member will describe his/her role and the services to be provided appropriately. Specifically, the member should inform the patient/client that they are a registered kinesiologist, and what their job role is.

Answer 70

1. Intelligence 2. Self-confidence & determination 3. Personal integrity

Answer 71

1. Technical skills 2. Interpersonal or human skills 3. Conceptual skills - Technical skills – refers to the skillset required for that profession. In our role that would be operating a VO2 max test, demonstrate and coach a squat. - Human skills – social skills. Every client will need to be communicated with in different ways b/c each client is different. Need to understand who you’re dealing with and the language we use. Nonverbal and verbal communication – gestures. How a person is displaying – we can read how we need to interact with them based on that information. Ability to read people and move easily between the different personalities. - Conceptual skills – leader needs to step into the role with a vision. Need to inspire you to some degree. What is the common goal we are all working towards? Where are we going? Need to demo you have a vision and can lead people along that path. In a clinic need to tell patient what goal is and they need to know how things relate to their health.

Answer 72

* Extraversion * Agreeableness * Conscientiousness * Emotional Stability * Openness - Conscientiousness – trust, integrity, personable – being aware of the world around us - Emotional stability – my emotions shouldn’t lead me to conclusions. Don’t want it to hamper decision making – eliminate bias. Want to be consistent in how we present to our clients. Need to regulate the emotions you have. If you’re having a bad day you still need to show up for your clients. Comes with maturity. - Agreeableness – accept new ideas. Openness to new ideas. If people are willing to share with you you’re open to hearing these things and having a discussion on how we could maybe work towards that. Want to meet person with their request but need to unpack what about it they want and if you can do that instead.

Answer 73

Set goals for them - explain to them how each activity fits in your vision and goals. * Establishing resident relationships – from moment client walks in I make a scan about how I can interact with that person. * Engaging patients to build ownership – we can encourage changes to be made but I can’t make the choices for you. I have to make you want to want these things. This relates to motivation. * Want to stand your ground with patients – drawing on authority – need to keep communication and boundaries in a professional way. READ SLATE reading before final!

Answer 74

Psychometric questionnaire that measures ppl's psychological preferences based on their perception of the world and the way they make decisions. 1. Extraverted vs Introverted 2. Sensing vs Intuitive 3. Thinking vs Feeling 4. Judging vs Perceiving

Answer 75

Awareness and behaviour are one side and self and others are the opposite. Awareness + others = social awareness Awareness + self = self-awareness Behavior + others = Relationship management Behavior + Self = self-management

Answer 76

Want to be empathetic with clients. Sympathy is more I feel so bad for you – empathy is I understand what you’re saying – we hear them, we understand, we can relate and is more constructive. Sympathy is taking on those feelings which in our industry is dangerous b/c 90% of the time clients are coming in with problems.

Answer 77

* Describes why a person does something. * It is the driving force behind human actions. * Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. * Consider motivation as a continuum whose poles are non-self-determined and self-determined behaviour

Answer 78

o Cognitive-based Approach: Behaviors controlled by rational cognitive activity o Stage-based Approach: Move through stages to adopt new behaviours o Change is a process not an event o Effective change must come from the individual o Intervention strategies must be carefully tailored to each individual’s unique circumstances o Planning is a critical factor

Answer 79

* Proposes that people learn through experiences * Reciprocal determinism: Dynamic interaction between an individual, their environment, and their behaviour Environment = social norms, access in community, influence on others Personal = knowledge, expectations, and attitudes Behavioural = skills, practice and self-efficacy Human behaviour determined by these factors.

Answer 80

o Self-efficacy o Outcome expectations o Self-regulation - goal setting, strategies, planning, etc. o Barrier and facilitators

Answer 81

1. Mastery experience 2. Vicarious experience 3. Social- persuasion 4. Emotional state - Social-persuasion – links to what is going on around you but what are the commentaries around it. Can have pos or neg influences o People who are convinced by others that they are capable of mastering a certain task are more likely to develop a sense of self-efficacy - Emotional – are you ready to do this? Are you ready to change?

Answer 82

Belief in one’s ability to succeed in a specific situation = self-efficacy

Answer 83

1. Self monitoring 2. Scheduling & planning 3. Setting goals 4. Positive self talk - Self monitoring – are you on track with your goal? - This theory focuses a lot on how you can develop self-efficacy. We need to get them engaged in positive self-talk. We have to make these shifts in the way in which ppl are perceiving themselves.

Answer 84

* Focuses on the degree to which an individual’s behaviour is self-determined, and the processes through which an individual acquires motivation to initiate new behaviours and maintain them over time * Inherently motivated to seek out new challenges and are eager to succeed * Recognizes the importance of social environment on behavioural engagement * 3 physiological needs foster volition, motivation, and engagement in a person. These feelings further result in enhanCed performance, persistence, and creativity.

Answer 85

Autonomy = the feeling one has a choice and willingly endorsing one's behaviour. Competence = the experience of mastery and being effective in one's activity Relatedness = the need to feel connected and belongings with others

Answer 86

Motivated - non-intentional, non-valuing, incompetence, lack of control. Have no desire to change. Extrinsic - look at things like external rewards that encourage us to make that shift - could be compliance, ego, personal importance, congruence with self. Intrinsic - interest, enjoyment, inherent satisfaction. Intrinsic will be more motivating b/c it’s something you desire.

Answer 87

* One of the most commonly used methods * People change habitual behaviours slowly, passing through a series of psychosocial and behaviour changes * Classified by their readiness to change into one of 5 stages

Answer 88

o Pre-contemplation o Contemplation o Preparation o Action o Maintenance - This model talks consistently about the fact that it is really common to fall on and off the wagon. Only theory really does this. Can exit the cycle but can re-enter it at any point. - It’s okay to just be thinking about it – this is better than being completely ambivalent to it.

Answer 89

The client doesn't intend to change soon (within 6 months), may be unaware of the need to change, or doesn't believe a change will benefit them.

Answer 90

Clients are planning to start the new behaviour within the next 6 months. Even with the knowledge that the behaviour has negative consequences, a person may still be ambivalent to change. This is your chance to ask open ended questions and brainstorm action steps to help the client connect the reasons to change to their values. What programs have worked in the past? Why do you want to change at this time? How will this change impact what is most important to you?

Answer 91

The client is ready to act within the next 30 days. They have begun to take small steps. Verify they have the skills necessary for change by asking "What steps can you imagine taking and what is a good first step for you?" You’ve convinced me but haven’t taken action, but I am there and ready and willing. Prepare them to take action. Putting the decision back into the patients hand.

Answer 92

In this stage, the client has started to implement changes and has stayed consistent for less than 6 months. Implement a plan and bring awareness to the possible relapses. Empower clients to establish social support for long-term change.

Answer 93

Clients feel most empowered in this stage. They have applied the behaviour change for 6 months or more and they know how to deal with lapses. Your role here is to reinforce the need to transition from external to internal rewards and avoid burnout for the client. The client should always know their "why"

Answer 94

* Provides a framework of motivational and volitional constructs that help explain and predict individual changes in health behaviours * Initiation, adoption, and maintenance of health behaviours is a structured process that includes: o A motivation phase: Deliberation that leads to the formation of intention o A volition phase: During which intentions foster planning Intention leads to action and coping planning which leads to action.

Answer 95

* Planning is a key strategy o Action planning (when, where, and how). Sets yourself up for success. o Coping planning (anticipation of barriers and alternative plans to attain one’s goals).

Answer 96

Helping clients discover interest in considering and making a change in their lives Act as a guide who facilitates the examination of the positive & negative aspects of behaviour change

Answer 97

o Discover their own interests in considering and/or making a change in their life o Express in their own words their desire for change o Examine their ambivalence about change as a means to elicit and strengthen their change talk o Enhance their confidence in taking action and noticing that even small, incremental changes are important o Strengthen their commitment to change o Plan for and begin the process of change - Need to ask about their home life and their life in general so you can plan around it. The patient needs to unpack their whole life because to make a change need to look at everything.

Answer 98

Open-ended questioning - Express curiosity about the client's experiences and views - Questions that can't be answered by yes or no Active listening - Allows you to develop insight to facilitate clients' exploration of motivation and options for change Use: - Affirmation - Paraphrasing - Summarizing - Reflection

Answer 99

* Exploring: Drawing out the client’s story, building rapport, obtaining a behavioural history, & identifying that behaviours are to be discussed * Guiding: Steering the conversation toward the possibility of change by asking clients to consider life with & without change to help them see the discrepancy between their current actions & their broader life goals and values * Choosing: Once a commitment to making a change occurs, the conversation moves to a more pragmatic discussion of how to put the desired change into action

Answer 100

* A tool to facilitate goal setting & action planning to build self-efficacy * The goal is to assist an individual to create an action plan for a self-management behavior that the individual feels confident they can achieve * Composed of a series of 3 questions and 5 skills

Answer 101

* Q1: Asked to elicit idea for change from the client * Q2: Asked to evaluate the client’s confidence * Q3: Asked to arrange a follow-up with the client or the client’s accountability - 1 – let them put it on the table. What does change look like to you - 2 – you’ve said you won’t take moving sidewalk, how confident are you in your ability to stay true to that. Is this really something you think you can do. - 3 – great when is your next trip, lets book a follow up to see if this was a feasible action step or not.

Answer 102

1. Offer a behavioural menu 2. SMART planning 3. Elicit a commitment statement 4. Problem solving for low confidence 5. Follow-up o Specific, measurable, attainable, realistic, time o Trying to get patient to verbalize things b/c once it’s out loud it’s more realistic. o Problem solving – ppl involved in neg self-talk how will you manage that? o Follow up – want consistent follow up to keep them consistent and accountable.

Answer 103

* Core task behavior: behaviors to fulfill formal task requirements o Ex. Guideline adherence and compliance to organizational protocols/procedures * Proactive behavior: challenging current circumstances and taking initiative to create new ones and is also described as going beyond one’s job or task requirements o Ex: Engaging in quality improvements and voicing concerns, or speaking up in unsafe clinical situations

Answer 104

- A team can be defined as a group of interdependent individuals collectively pursuing a common purpose

Answer 105

absence of trust fear of conflict lack of commitment avoidance of accountability inattention to results

Answer 106

Before stage 1: Informing Stage 1: Forming (Awareness) Stage 2: Storming (Conflict) Stage 3: Norming (Cooperation) Stage 4: Performing (Productivity) Stage 5: Adjourning (Moving on)

Final Flashcards

(130 cards)