Resolve and Regret

Resolve and RegretChapter 4Code Blue Health Science Edition 4In this chapter Wes Douglas assumes his role as hospital administrator.1Supplementary 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.

2New CharactersTell what you know about the personality and probable motives of each of the following people:Elizabeth Flannigandirector of nursesHank Ulmanpresident of employee council3Taking the Reins

Here is some good advice for anyone moving into a position of authority in a new organization:

4Taking the ReinsDont 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.

5Taking the ReinsWhile 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 ones mouth and dispel all doubt.

6Taking the ReinsSome people try to impress subordinates through excessive chatter; that doesnt work.One advantage of quality listening is that you may actually learn something! When you finally do speak, youll speak with knowledge and authority. 7Taking the ReinsBuild 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. 8Taking the ReinsBefore you start giving orders, strive to understand each stakeholders point of view. Build rapport and lay the appropriate groundwork. 9Taking the ReinsRemember 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. 10Taking the ReinsWe 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. 11Taking the ReinsDont 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.12Taking the ReinsA negative approach when dealing with other people is rarely effective.

13Taking the Reins SummaryUnderstand before committingListenBuild rapportGain trustAvoid criticizingBe positive14Supplementary Discussion 2TeamworkMost of the work done in the world of work is done in teams.

15Supplementary Discussion 2TeamworkPatient care in hospitals is delivered by interdisciplinary teamsteams with different educational backgrounds that work for the common objective of healing the patient.

16Team LeadersThe interdisciplinary team is led by a physician who diagnoses the patient and plans treatment.

17Team LeadersA registered nurse serves as the team leader for care delivered in the hospital.

18Team LeadersTeam leaders delegate tasks to licensed and non-licensed personnel.

19Researchers have identified common characteristics of successful teams. These include:

Effective leadershipCommon objectivesAn understanding of role of each team memberAttention to activities that build team spirit20Researchers have identified common characteristics of successful teams. These include:

An ability to meet the needs of individual playersTrustGood communicationsRespect for facts21Effective team leaders delegate:appropriate tasks,in the appropriate circumstance,to the individual with the licensure and training to carry out that task andproviding meaningful direction and communication, andgive adequate supervision and feedback22Successful LeadersWhile there are many effective management styles, successful leaders share several common characteristics. Successful leaders:Have a vision or understanding of the objective to be accomplishedAccept responsibility Seek input from all team members Break complex objectives into tasks that can be delegated23Successful LeadersPossess the ability to inspire and manage peopleUnderstand the importance of human resourcesPossess good listening skillsUnderstand and respect diversityProvide supervision and feedback. 24LeadershipGood 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.25Team SpiritSuccessful 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 progressNewslettersCertificates of appreciationThank you cards26Team SpiritOn-the-spot rewards (i.e. tickets to movies for nurses working double shifts)Parties and other fun activities to celebrate accomplishmentsSuccessful teams celebrate cooperative effortthey will not intentionally allow one member to benefit at the expense of another.27Teams are made of peopleA sense of accomplishmentControl over ones personal environmentFreedom of thought, action, and growthRecognition, and prestigeA sense of belongingSecuritySuccessful teams recognize the importance of meeting the needs of each team member. These include:

28TrustWithout 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 memberAcceptance of different backgrounds, perceptions, and contributionsWillingness to take the risk of interdependence Problem solving rather than personal bargainingWillingness to allow others to make mistakes29MistakesMistakes 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.

30CommunicationsCommunications are an essential component of teamwork. In healthcare, a failure to communicate effectively can result in the injury or death of a patient. 31CommunicationsCommunication can be verbal or non-verbal. Non-verbal communication enhances and supports verbal communication, and includes body language, facial expressions, and gestures.

32Review Homework Questions

33The End!

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