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Resolve and Regret

Resolve and Regret

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Resolve and Regret

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  1. Resolve and Regret Chapter 4Code Blue Health Science Edition 4

  2. Supplementary Discussion 1 Taking the Reins • In this chapter, Wes Douglas assumes the reins of Brannan Community Hospital. • Many people will be offering advice and assistance. • Some will attempt to get the new administrator to take sides on issues they support or oppose.

  3. New Characters • Tell what you know about the personality and probable motives of each of the following people: • Elizabeth Flannigan—director of nurses • Hank Ulman—president of employee council

  4. Taking the Reins • Here is some good advice for anyone moving into a position of authority in a new organization:

  5. Taking the Reins • Don’t commit yourself to a course of action on major issues until you understand what is going on. • There may be people who attempt to get you to take a stand on an issue favoring their interests before you have all the facts.

  6. Taking the Reins • While you are still uncertain as to what is going on, listen more talk less.Remember the famous quote by Mark Twain:“’Tis better to remain silent and be thought a fool, then to open one’s mouth and dispel all doubt.”

  7. Taking the Reins • Some people try to impress subordinates through excessive chatter; that doesn’t work. • One advantage of quality listening is that you may actually learn something! When you finally do speak, you’ll speak with knowledge and authority.

  8. Taking the Reins • Build rapport before taking a major action involving multiple stakeholders. Some novice managers incorrectly believe that “the shortest distance between two points is a straight line.” • Often the quickest course of action, especially when you are dealing with people, is not the best approach.

  9. Taking the Reins • Before you start giving orders, strive to understand each stakeholder’s point of view. • Build rapport and lay the appropriate groundwork.

  10. Taking the Reins • Remember that how you do something is often as important as what you do. It is not enough to be sincere, you must be right. But it is still not enough to be right, you must be effective. • Many supervisors fail when they do the right thing, but in the wrong way.

  11. Taking the Reins • We no longer live in an economy where a title alone conveys authority. A supervisor must gain the employees’ respect before he or she can effectively lead.

  12. Taking the Reins • Don’t criticize your predecessor, even if he or she was incompetent. • He or she may have friends whom you will alienate. • Some may feel that you are demeaning your predecessor to inflate your own importance.

  13. Taking the Reins • A negative approach when dealing with other people is rarely effective.

  14. Taking the Reins Summary • Understand before committing • Listen • Build rapport • Gain trust • Avoid criticizing • Be positive

  15. Supplementary Discussion 2Teamwork • Most of the work done in the world of work is done in teams.

  16. Supplementary Discussion 2Teamwork • Patient care in hospitals is delivered by interdisciplinary teams—teams with different educational backgrounds that work for the common objective of healing the patient.

  17. Team Leaders • The interdisciplinary team is led by a physician who diagnoses the patient and plans treatment.

  18. Team Leaders • A registered nurse serves as the team leader for care delivered in the hospital.

  19. Team Leaders • Team leaders delegate tasks to licensed and non-licensed personnel.

  20. Researchers have identified common characteristics of successful teams. These include: • Effective leadership • Common objectives • An understanding of role of each team member • Attention to activities that build team spirit

  21. Researchers have identified common characteristics of successful teams. These include: • An ability to meet the needs of individual players • Trust • Good communications • Respect for facts

  22. Effective team leaders delegate: • appropriate tasks, • in the appropriate circumstance, • to the individual with the licensure and training to carry out that task and • providing meaningful direction and communication, and • give adequate supervision and feedback

  23. Successful Leaders While there are many effective management styles, successful leaders share several common characteristics. Successful leaders: • Have a vision or understanding of the objective to be accomplished • Accept responsibility • Seek input from all team members • Break complex objectives into tasks that can be delegated

  24. Successful Leaders • Possess the ability to inspire and manage people • Understand the importance of human resources • Possess good listening skills • Understand and respect diversity • Provide supervision and feedback.

  25. Leadership • Good team leaders have a service orientation. • They recognize that their primary objective is to provide the direction and resources each team member needs to succeed. • The greatest leader is he or she who serves.

  26. Team Spirit • Successful teams recognize the importance of team spirit and devote time and resources to building that spirit. Team building activities can include: • Periodic meetings to establish goals and measure progress • Newsletters • Certificates of appreciation • Thank you cards

  27. Team Spirit • On-the-spot rewards (i.e. tickets to movies for nurses working double shifts) • Parties and other fun activities to celebrate accomplishments • Successful teams celebrate cooperative effort—they will not intentionally allow one member to benefit at the expense of another.

  28. Teams are made of people Successful teams recognize the importance of meeting the needs of each team member. These include: • A sense of accomplishment • Control over one’s personal environment • Freedom of thought, action, and growth • Recognition, and prestige • A sense of belonging • Security

  29. Trust • Without trust, team members are unwilling to rely on the experience, judgment, or personal commitment of others. Trust involves: • Respect for the talents and roles of each team member • Acceptance of different backgrounds, perceptions, and contributions • Willingness to take the risk of interdependence • Problem solving rather than personal bargaining • Willingness to allow others to make mistakes

  30. Mistakes • Mistakes are often stepping stones to success. There is no such thing as innovation without error. When mistakes are made, the emphasis should be on learning, not punishment. • This is not to say that teams should allow mistakes to occur through carelessness or a lack of planning.

  31. Communications • Communications are an essential component of teamwork. • In healthcare, a failure to communicate effectively can result in the injury or death of a patient.

  32. Communications • Communication can be verbal or non-verbal. • Non-verbal communication enhances and supports verbal communication, and includes body language, facial expressions, and gestures.

  33. Review Homework Questions

  34. The End!