Table of Contents - 2. Quality and Safety 3. Ethical and Legal Issu...

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Table of Contents PART 1 Overview

• Leading, Managing, and Following
• Quality and Safety
• Ethical and Legal Issues in Nursing
• Toward Justice
• Healthy Workplaces, Healthy Workforce
• Translating Research into Practice

PART 2 Know Yourself

7. Gaining Personal Insight: Being an Effective Follower and Leader

• Communication and Conflict

PART 3 Know the Organization

• Healthcare Organizations and Structures
• Person-Centered Care
• Staffing and Scheduling
• Workforce Engagement Through Collective Action and Governance
• Solving Problems and Influencing Positive Outcomes
• Delegating: Authority, Accountability, and Responsibility in Delegation Decisions
• Effecting Change, Large and Small
• Building Effective Teams

PART 4 Use Your Skills

• The Impact of Technology
• Artificial Intelligence
• Managing Costs and Budgets
• Selecting, Developing, and Evaluating Staff
• Managing Personal and Personnel Problems

PART 5 Prepare for the Future

• Role Transition
• Managing Your Career
• Developing Leaders, Managers, and Followers
• Thriving for the Future 2 / 4

Chapter 01: Leading, Managing, and Following

Yoder-Wise: Leading and Managing in Nursing, 8th Edition

MULTIPLE CHOICE

• A nurse manager of a 20-bed medical unit finds that 80% of the patients are older adults. She

is asked to assess and adapt the unit to better meet the unique needs of the older adult patient.Using complexity principles, what would be the best approach to take for implementation of this change?

• Leverage the hierarchical management position to get unit staff involved in

assessment and planning.

• Engage involved staff at all levels in the decision-making process.
• Focus the assessment on the unit and omit the hospital and community

environment.

• Hire a geriatric specialist to oversee and control the project.

ANS: B

Complexity theory suggests that systems interact and adapt and that decision making occurs throughout the systems, as opposed to being held in a hierarchy. In complexity theory, every voice counts, and therefore, all levels of staff would be involved in decision making.

TOP: AONE competency: Communication and Relationship-Building

• A unit manager of a 25-bed medical/surgical area receives a phone call from a nurse who has

called in sick five times in the past month. He tells the manager that he very much wants to come to work when scheduled but must often care for his wife, who is undergoing treatment for breast cancer. According to Maslow‘s need hierarchy theory, what would be the best approach to satisfying the needs of this nurse, other staff, and patients?

• Line up agency nurses who can be called in to work on short notice.
• Place the nurse on unpaid leave for the remainder of his wife‘s treatment.
• Sympathize with the nurse‘s dilemma and let the charge nurse know that this nurse

may be calling in frequently in the future.

• Work with the nurse, staffing office, and other nurses to arrange his scheduled

days off around his wife‘s treatments.

ANS: D

Placing the nurse on unpaid leave may threaten the nurse‘s capacity to meet physiologic needs and demotivate the nurse. Unsatisfactory coverage of shifts on short notice could affect patient care and threaten the needs of staff to feel competent. Arranging the schedule around the wife‘s needs meets the needs of the staff and of patients while satisfying the nurse‘s need for affiliation.

TOP: AONE competency: Communication and Relationship-Building

• A grievance brought by a staff nurse against the unit manager requires mediation. At the first

mediation session, the staff nurse repeatedly calls the unit manager‘s actions unfair, and the unit manager continues to reiterate the reasons for the actions. What would be the best course of action at this time?

• Send the two disputants away to reach their own resolution.
• Involve another staff nurse in the discussion for clarity issues. 3 / 4

• Ask each party to examine their own motives and issues in the conflict.
• Continue to listen as the parties repeat their thoughts and feelings about the

conflict.

ANS: C

For resolution of conflict, one should address the interests and involvement of participants in the conflict by examining the real issues of all parties.

TOP: AONE competency: Communication and Relationship-Building

• At a second negotiation session, the unit manager and staff nurse are unable to reach a

resolution. What is the appropriate next step?

• Arrange another meeting in a week‘s time so as to allow a cooling-off period.
• Elevate the next negation session to the next manager, one level above.
• Insist that participants continue to talk until a resolution has been reached.
• Back the unit manager‘s actions and end the dispute.

ANS: B

Part of leadership is understanding conflict resolution and ability to negotiate and manage for resolution of issues and concerns. This situation has failed a second negotiation session, elevation to a manager with additional training to facilitate conflict resolution is important at this point.

TOP: AONE competency: Communication and Relationship-Building

• The manager of a surgical area has a vision for the future that requires the addition of RN

assistants or unlicensed persons to feed, bathe, and ambulate patients. The RNs on the staff have always practiced in a primary nursing-delivery system and are very resistant to this idea.What would be the best initial strategy for implementation of this change?

• Exploring the values and feelings of the RN group in relationship to this change
• Leaving the RNs alone for a time so they can think about the change before it is

implemented

• Dropping the idea and trying for the change in a year or so when some of the

present RNs have retired

• Hiring the assistants and allowing the RNs to see what good additions they are

ANS: A

Influencing others requires emotional intelligence in domains such as empathy, handling relationships, deepening self-awareness in self and others, motivating others, and managing emotions. Motivating others recognizes that values are powerful forces that influence acceptance of change. Leaving the RNs alone for a period of time before implementation does not provide opportunity to explore different perspectives and values. Avoiding discussion until the team changes may not promote adoption of the change until there is opportunity to explore perspectives and values related to the change. Hiring of the assistants demonstrates lack of empathy for the perspectives of the RN staff.

TOP: AONE competency: Knowledge of the Health Care Environment

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