Leadership Exam Chapters 6-7, 14
Quiz yourself by thinking what should be in
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| show | Failure to respond/react
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| show | patient-centered care, teamwork & collaboration, & safety
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| The person who begins the transfer of information | show 🗑
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| show | Encoding
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| show | Message
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| show | Sensory Channel
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| show | Receiver
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| show | Decoding
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| show | Feedback
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| show | clarify the message
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| show | Verbal communication
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| Encompasses behaviors, actions, & facial expressions | show 🗑
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| show | Receiving (the info)
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| Engagement in the conversation, positive body language, facial expressions, & gestures | show 🗑
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| Gaining an understanding of what is being said, & what may not be said | show 🗑
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| show | Responding (don't assume the worst or best)
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| Recalling previous conversations with patient to establish a starting point with re-engaging | show 🗑
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| Gender- different styles: | show 🗑
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| show | Generation
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| to whom do you communicate & how? Sensitive to teaching | show 🗑
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| differences to avoid miscommunication | show 🗑
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| parameters (be aware of how close you get) | show 🗑
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| A type of verbal presentation or document intended to share info & which conforms to established professional rules, standards & processes & avoids using slang terminology | show 🗑
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| Casual form of information sharing typically used in personal conversations w/ friends or family members | show 🗑
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| Flows quickly & haphazardly at all levels of the organization & becomes more & more distorted as it moves along | show 🗑
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| show | Organizational communication
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| Fosters patient-centered care & results in quality outcomes. Refers to workers across healthcare professionals to cooperate, collaborate, communicate, & integrate care in teams to ensure that care is continuous & reliable | show 🗑
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| show | Intraprofessional communication
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| show | similar
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| show | smaller unit
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| Inter = | show 🗑
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| show | Team Strategies & Tools to Enhance Performance & Patient Safety (Team STEPPS)
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| TeamSTEPPS aim: | show 🗑
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| Nurse to voice concern at least twice to receive acknowledgement from another team member. Standard of care not followed | show 🗑
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| show | Call out
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| Use closed-looped communications & verify the information that is being received is correct | show 🗑
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| show | Concerned, Uncomfortable, Safety issue
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| show | Situation, Background, Assessment, Recommendation
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| These transactions in care occur when a patient is transferred from one unit to another | show 🗑
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| The institute for Patient-And-Family-Centered Care identified 4 concepts that apply during nurse-to-nurse (intra) handovers | show 🗑
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| show | adverse event or a patient safety event
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| a blame-free environment in which staff members feel comfortable reporting errors & near misses | show 🗑
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| show | Error of omission
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| a culture that is fair to those who make an error | show 🗑
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| show | Medical error
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| a potential error that was discovered before it was carried out | show 🗑
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| indicators that reflect elements of patient care that are directly impacted by the quality & quantity of nursing care | show 🗑
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| show | Outcome indicators
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| resembles a bar chart- Designed to look at various causes of a specific problem. A tool to help determine the small portion of causes that account for a large amount of the variance in a process | show 🗑
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| Promotes continuous QI (quality improvement); cycle is used to identify issues & improve care | show 🗑
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| a formalized investigation & problem-solving approach focused on identifying & understanding the underlying causes of an event as well as potential events that were intercepted | show 🗑
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| show | Sentinel event
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| a rigorous method that encompasses 5 steps: define, measure, analyze, improve, & control. Used in QI to define the # of acceptable errors produced by a process. Involves improving, designing, & monitoring processes to minimize or reduce waste | show 🗑
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| focuses on unsafe acts of health-care professionals & errors as the result of human behaviors, such as inattention, forgetfulness, negligence, & incompetence (you made the mistake) | show 🗑
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| show | human errors: systems approach
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| show | Unintentional Human Errors & System Errors
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| show | Stop & clarify before giving it
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| Stage one of creating a culture of safety: | show 🗑
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| show | Good safety performance becomes an organizational goal
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| stage 3 of creating a culture of safety: | show 🗑
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| the process of developing, agreeing on & implementing uniform criteria, methods, processes, designs, or practices that can improve patient safety & quality care | show 🗑
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| show | Agency for Healthcare Research & Quality
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| show | American Nurses Association
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| show | National Quality Forum (NQF)
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| member states agreed on a resolution on patient safety in 2002 & recognized patient safety as a global health-care issue in 2004 | show 🗑
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| show | The Joint Commission (TJC)
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| show | Institute of Healthcare Improvement (IHI)
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| relate to the care environment & include staffing levels, hours of nursing care per patient day, nursing skill levels, & education of staff | show 🗑
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| relate to how nursing care is provided & include elements falling under the nursing process (assessment, diagnosis, planning, intervention, & evaluation of nursing care) & job satisfaction | show 🗑
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| NQF identifies the following 3 goals as critical in making health care safer for Americans: | show 🗑
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| show | 1,000 Lives Campaign
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| defines patient safety as "the absence of preventable harm to a patient during the process of health care" | show 🗑
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| developed between 2007 & 2014 to address the following issues: medication accuracy at transitions of care; correct procedure at the correct body site | show 🗑
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| any quality management program that addresses all areas of an organization, emphasizes customer satisfaction, & uses continuous improvement methods & tools | show 🗑
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| All QI programs incorporate 4 key principles: | show 🗑
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| First part of the IHI Model of Improvement: | show 🗑
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| 2nd part of the IHI Model of Improvement: | show 🗑
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| the Pareto chart is a tool to help determine the "small portion of causes that amount for a large amount of the variance" in a process, according to what? | show 🗑
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| A dynamic process that results in altering or making something different | show 🗑
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| purposeful, calculated, & collaborative, & it includes the deliberate application of change theories | show 🗑
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| show | Unplanned change
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| successful leaders & managers manage unplanned change through: | show 🗑
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| show | Innovation
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| show | Lewin's force-field model (1951)
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| show | driving forces (helping) that attempt to facilitate the change & move it forward; restraining forces (hindering) that attempt to impede change & maintain the status quo (ex: self doubt, stress)
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| show | Unfreezing stage, Moving stage, & Refreezing stage
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| show | Unfreezing stage
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| stage that begins initiation of the desired change: | show 🗑
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| show | Refreezing stage
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| show | Emerging theories
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| The newer emerging change theories proved another perspective from which to view change & innovation based on what? | show 🗑
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| recognizes that the world is a continual motion & that a change in one area can result in numerous changes in other areas | show 🗑
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| show | Chaos theory
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| show | Learning Organization Theory
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| organization where people continually expand their capacity to create results they truly desire, where new & expansive patterns of thinking r nurtured, where collective aspiration is set free, & where people are continually learning how to learn together | show 🗑
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| 4 competencies for facilitating change: | show 🗑
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| show | change agent
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| show | resistance
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| show | Normative-reeducative strategy
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| assumes that staff members are essentially self-interested & providing info & education will assist staff in changing behavior & adopting the change or innovation | show 🗑
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| show | power-coercive strategy
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| change initiative typically fail due to: | show 🗑
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| show | conflict
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| a little conflict can result in what? | show 🗑
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| internal conflict, or a conflict coming from within a person | show 🗑
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| a disagreement between or among 2 or more people | show 🗑
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| show | intergroup conflict
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| disagreement between staff & organizational policies & procedures, standards, or changes being made (worker bee against management) | show 🗑
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| withdrawing or hiding from conflict. Postpones conflict. Not resolved. | show 🗑
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| sacrificing one's own needs or goals & trying to satisfy another's desires, needs, or goals. Does not resolve conflict. | show 🗑
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| show | competing
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| show | Compromising
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| show | collaborating
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| show | mutual respect
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| differentiate between what they need & what they want | show 🗑
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| understanding each other & hearing the other person's position | show 🗑
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| show | staying in the "I"
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| which term describes the sound, timely, smooth, unfragmented, & seamless transmission... | show 🗑
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| which action most likely to promote continuity of care? | show 🗑
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| which is not a breach in patient health info confidentiality? | show 🗑
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| Celebrity is patient, what actions by other nurse violates patient's privacy? (SATA) | show 🗑
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| which of the following is a primary task to have an effective control system? | show 🗑
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