Leadership Flashcards
(140 cards)
1
Q
NPD Leadership principles
A
Delegation, Conflict Resolution, Change Management, Environmental scanning, Resource Management, Professional Development, Group facilitator
2
Q
Delegation- five rights
A
- right task
- right person
- right circumstance
- right direction/communication
- right supervision and evaluation
3
Q
How to develop nurses abilities to delegate
A
Nurse practice act
Critical thinking/clinical judgement
Interpersonal skills
Supervision skills
4
Q
Goal of NPD in conflict resolution
A
create safe space, seek to learn and actively listen
5
Q
Avoidance
A
issues avoided, not addressed or resolved
6
Q
Competition
A
lack of compromise, win-lose situation
7
Q
Accomodation
A
focus on preserving relationship not resolving conflict, win-lose situation
8
Q
Compromise
A
each party gives up something, lose-lose
9
Q
Collaboration
A
active engagement, mutually agreed upon, win-win
10
Q
Conflict resolution process
A
- restate information shared
- find common ground
- separate people from issues
- define stakeholders interest
- focus on interest not positions
- define options
- clarify benefits
- reach agreement (collaboration) win- win results
- hold gains and employ process for implementing and contingency planning
11
Q
DECIDE Model
A
D-Define the problem
E- Establish Criteria
C-Consider alternatives
I- Identify best alternatives
D- Develop and implement plan of action
E- Evaluate and monitor the solution
12
Q
Leader
A
Influences group to achieve a common goal
13
Q
Manager
A
organization and coordination of activities to meet organizational goals
14
Q
Authoritarian Leader
A
strong control over group and does not involve others in decision making process
15
Q
Democratic
A
less control over group- involves others in decision making process or allows group to make decisions
16
Q
Laissez- Faire
A
little to no control over group-
17
Q
Transformational Leadership
A
guides others based on values and goals influencing others within results in elevated motivation and performance level
18
Q
Shared Governance
A
structure that promotes culture of empowerment, autonomy, decision making that occurs by staff that performs work
19
Q
Outcomes of Shared Governance
A
Improved quality of care, improved patient outcomes, team cohesiveness, job satisfaction, retention
20
Q
NPD role in Shared Governance
A
participate or lead, promote culture of life-long learning, champion for scientific inquiry, identification of practice change opportunities, serve as a mentor for council leaders and members, role model professional team behaviors
21
Q
Macrosystem
A
Organization
22
Q
Mesosystem
A
division level: nursing
23
Q
Microsystem
A
unit level
24
Q
What are department goals based on?
A
broad outcomes that guide objectives and strategies, provides framework for expectations, direction and resource allocation
25
Vision statement
oriented toward the future, guides interventions and strategies as well as department objectives, reflects purpose and direction
26
NPD role in organizational design
understand organizational culture, delineate structure and lines of organizational authority, align educational activities and planning with organizational mission, vision, goals and strategic plan
27
Hybrid NPD Department
centralized and decentralized- NPD practioners report to both nursing manager and NPD director
28
Centralized NPD Department
NPDs report to NPD director
29
Decentralized NPD Department
NPDs report to nurse manager, NPD director is separate
30
NPD competencies related to change
opportunities for NPD interventions, conduct environmental scanning, share expertise in change process and management, champion scientific inquiry, advocate QI, data, evidence, best practices, new knowledge
31
Lewin's Change Theory
unfreeze, movement, refreeze
32
Unfreezing
motivate, prepare, build trust, demonstrate need for change
33
movement
persuade, encourage, gain support
34
refreezing
reinforce
35
Roger's Change Theory
awareness, interest, evaluation, trial, adoption
36
Lippitt's Change Theory
seven steps focuses on role and responsibility of change agent than evolution of change
37
Lippitt's seven steps
1. diagnose the problem
2. assess motivation and capacity for change
3. assess resources and motivation for change
4. choose progressive change objects
5. determine role of change agent
6. maintain change
7. gradually terminate helping relationship
38
Appreciative inquiry
based on positive strengths of an organization
39
Discovery
mobilizing and engaging (what is working well)
40
Dream
creating vision (where can be)
41
Design
positive core of the organization
42
Destiny
sustainability of change within the organization
43
Kotter's Change theory
1. Establish urgency
2. Create team to lead
3. Develop vision and strategy
4. Communicate vision
5. Empower action
6. Generate short term wins
7. Consolidate gains to produce more change
8. Anchor new approaches in the culture
44
What is the first step when planning for change?
State the change that is needed
45
What are the steps when planning for change?
1. state the change
2. diagnose the problem
3. identify alternatives
4. select the best option
5. plan for implementation
6. determine timetable for implementation
7. evaluate change process
8. maintain and stabilize the change
9. termination of change relationship/change team
46
What is the best way to overcome resistance to change?
communication- identify impending changes, reasons for change, performance expectations, provide two way feedback
47
What is the NPDs role in change?
Facilitate, support and collaborate
48
How to enhance NPD influence?
1. Align NPD goals with organizational goals
2. Environmental scanning
3. Use data
4. Be accountable
5. Be present
49
Negotiation
determine and agree to mutually agreed upon decision
50
Environmental Scanning
continuous process to identify opportunities or threats that generate a practice gap- issues, innovations or trends
51
What are components of environmental scanning?
workforce, practice environment, organization, technological influence, political influence, professional development changes
52
Capital Budget
purchase or maintenance of durable assets that have impact beyond budget year purchased
example- simulation equipment
53
Operational Budget
day to day, developed annually for fiscal year
54
Direct cost
supplies, speaker, fees, room rental for learning activity
55
Indirect Cost
services that do not directly relate to a learning activity
example- staff salary to teach class
56
Overhead cost
maintaince of building, utilities
57
Fixed Cost
cost that does not change based on participant
58
Variable Cost
fluctuate with number of participants
example- hand outs
59
Unit/Department budget
highest level of budget- summary of financial information for all programs and related activities for which NPD department is responsible
60
Cost- benefit analysis
quantifies the benefits of a program = cost
compares calculated benefited cost to program cost
61
Cost-effectiveness analysis
compares cost to program and educational outcomes
demonstrates value of training outcomes
62
Break-even analysis
calculation of costs to ensure revenue equals expense
63
Forming
orientation, any change in membership will return the group to this stage
*testing roles and establishing boundaries in this stage
64
Storming
conflict arises, boundaries are clarified, doubt about role/function, resistance and change emerge
65
Norming
resistance is overcome, group behaviors are established and set, group cohesiveness and identity emerge
66
Performing
roles become flexible, group energy is channeled, structure issues disappear
67
Adjourning
tasks are completed, planning for dissolving roles, may experience separation anxiety, mourning loss of the group
68
Focus group
facilitated by someone with no vested interest in the outcome, agenda is open ended questions to generate and prioritize ideas
69
Nominal group technique
structured brainstorming process intended to encourage participation, list of ideas are created, can be prioritized/acted upon
70
Multi-voting
consensus building tool
71
Delegation, Conflict Resolution, Change Management, Environmental scanning, Resource Management, Professional Development, Group facilitator
NPD Leadership principles
72
1. right task
2. right person
3. right circumstance
4. right direction/communication
5. right supervision and evaluation
Delegation- five rights
73
Nurse practice act
Critical thinking/clinical judgement
Interpersonal skills
Supervision skills
How to develop nurses abilities to delegate
74
create safe space, seek to learn and actively listen
Goal of NPD in conflict resolution
75
issues avoided, not addressed or resolved
Avoidance
76
lack of compromise, win-lose situation
Competition
77
focus on preserving relationship not resolving conflict, win-lose situation
Accomodation
78
each party gives up something, lose-lose
Compromise
79
active engagement, mutually agreed upon, win-win
Collaboration
80
1. restate information shared
2. find common ground
3. separate people from issues
4. define stakeholders interest
5. focus on interest not positions
6. define options
7. clarify benefits
8. reach agreement (collaboration) win- win results
9. hold gains and employ process for implementing and contingency planning
Conflict resolution process
81
D-Define the problem
E- Establish Criteria
C-Consider alternatives
I- Identify best alternatives
D- Develop and implement plan of action
E- Evaluate and monitor the solution
DECIDE Model
82
Influences group to achieve a common goal
Leader
83
organization and coordination of activities to meet organizational goals
Manager
84
strong control over group and does not involve others in decision making process
Authoritarian Leader
85
less control over group- involves others in decision making process or allows group to make decisions
Democratic
86
little to no control over group-
Laissez- Faire
87
guides others based on values and goals influencing others within results in elevated motivation and performance level
Transformational Leadership
88
structure that promotes culture of empowerment, autonomy, decision making that occurs by staff that performs work
Shared Governance
89
Improved quality of care, improved patient outcomes, team cohesiveness, job satisfaction, retention
Outcomes of Shared Governance
90
participate or lead, promote culture of life-long learning, champion for scientific inquiry, identification of practice change opportunities, serve as a mentor for council leaders and members, role model professional team behaviors
NPD role in Shared Governance
91
Organization
Macrosystem
92
division level: nursing
Mesosystem
93
unit level
Microsystem
94
broad outcomes that guide objectives and strategies, provides framework for expectations, direction and resource allocation
What are department goals based on?
95
oriented toward the future, guides interventions and strategies as well as department objectives, reflects purpose and direction
Vision statement
96
understand organizational culture, delineate structure and lines of organizational authority, align educational activities and planning with organizational mission, vision, goals and strategic plan
NPD role in organizational design
97
centralized and decentralized- NPD practioners report to both nursing manager and NPD director
Hybrid NPD Department
98
NPDs report to NPD director
Centralized NPD Department
99
NPDs report to nurse manager, NPD director is separate
Decentralized NPD Department
100
opportunities for NPD interventions, conduct environmental scanning, share expertise in change process and management, champion scientific inquiry, advocate QI, data, evidence, best practices, new knowledge
NPD competencies related to change
101
unfreeze, movement, refreeze
Lewin's Change Theory
102
motivate, prepare, build trust, demonstrate need for change
Unfreezing
103
persuade, encourage, gain support
movement
104
reinforce
refreezing
105
awareness, interest, evaluation, trial, adoption
Roger's Change Theory
106
seven steps focuses on role and responsibility of change agent than evolution of change
Lippitt's Change Theory
107
1. diagnose the problem
2. assess motivation and capacity for change
3. assess resources and motivation for change
4. choose progressive change objects
5. determine role of change agent
6. maintain change
7. gradually terminate helping relationship
Lippitt's seven steps
108
based on positive strengths of an organization
Appreciative inquiry
109
mobilizing and engaging (what is working well)
Discovery
110
creating vision (where can be)
Dream
111
positive core of the organization
Design
112
sustainability of change within the organization
Destiny
113
1. Establish urgency
2. Create team to lead
3. Develop vision and strategy
4. Communicate vision
5. Empower action
6. Generate short term wins
7. Consolidate gains to produce more change
8. Anchor new approaches in the culture
Kotter's Change theory
114
State the change that is needed
What is the first step when planning for change?
115
1. state the change
2. diagnose the problem
3. identify alternatives
4. select the best option
5. plan for implementation
6. determine timetable for implementation
7. evaluate change process
8. maintain and stabilize the change
9. termination of change relationship/change team
What are the steps when planning for change?
116
communication- identify impending changes, reasons for change, performance expectations, provide two way feedback
What is the best way to overcome resistance to change?
117
Facilitate, support and collaborate
What is the NPDs role in change?
118
1. Align NPD goals with organizational goals
2. Environmental scanning
3. Use data
4. Be accountable
5. Be present
How to enhance NPD influence?
119
determine and agree to mutually agreed upon decision
Negotiation
120
continuous process to identify opportunities or threats that generate a practice gap- issues, innovations or trends
Environmental Scanning
121
workforce, practice environment, organization, technological influence, political influence, professional development changes
What are components of environmental scanning?
122
purchase or maintenance of durable assets that have impact beyond budget year purchased
example- simulation equipment
Capital Budget
123
day to day, developed annually for fiscal year
Operational Budget
124
supplies, speaker, fees, room rental for learning activity
Direct cost
125
services that do not directly relate to a learning activity
example- staff salary to teach class
Indirect Cost
126
maintaince of building, utilities
Overhead cost
127
cost that does not change based on participant
Fixed Cost
128
fluctuate with number of participants
example- hand outs
Variable Cost
129
highest level of budget- summary of financial information for all programs and related activities for which NPD department is responsible
Unit/Department budget
130
quantifies the benefits of a program = cost
compares calculated benefited cost to program cost
Cost- benefit analysis
131
compares cost to program and educational outcomes
demonstrates value of training outcomes
Cost-effectiveness analysis
132
calculation of costs to ensure revenue equals expense
Break-even analysis
133
orientation, any change in membership will return the group to this stage
*testing roles and establishing boundaries in this stage
Forming
134
conflict arises, boundaries are clarified, doubt about role/function, resistance and change emerge
Storming
135
resistance is overcome, group behaviors are established and set, group cohesiveness and identity emerge
Norming
136
roles become flexible, group energy is channeled, structure issues disappear
Performing
137
tasks are completed, planning for dissolving roles, may experience separation anxiety, mourning loss of the group
Adjourning
138
facilitated by someone with no vested interest in the outcome, agenda is open ended questions to generate and prioritize ideas
Focus group
139
structured brainstorming process intended to encourage participation, list of ideas are created, can be prioritized/acted upon
Nominal group technique
140
consensus building tool
Multi-voting
