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Session 03 Working Together with others.pptx
- 1. Working with Others:A Holistic Approach to Patient Care
- 2. Introduction • Front-line nurseleaders are essential to all aspects of any health care organization (Donaher, Russell, Scoble, & Chen, 2007; Gallo, 2007; Kirby & DeCampli, 2008). • Historically, these nurse leaders are promoted to their role because of proficiency in technical nursing skills rather than leadership ability (Garman, Butler, & Brinkmeyer, 2006). • It is estimated that as many as 40% of new supervisors fail in their role due to lack of training and proper preparation (Traynor, 2008).
- 3. Contd…. • Historically nursinghas subscribed to a task- oriented model of leadership that focuses on what mistakes are made (Cummings et al., 2010), rather than on shared vision and relationships. • This model of leadership is perceived as dualistic and dissonant, resulting in staff dissatisfaction and high turnover (Cummings et al., 2010). • The gap between what nurses know about management and what they need to know can be vast. The only way hospitals can bridge this gap is to provide educational resources to prepare a new leader for successful performance (McLarty & McCartney, 2009).
- 4. Objectives At the endof this session the participant will able to appreciate: • Working within multidisciplinary teams • Encouraging Contribution • Building and maintaining relationships • Developing relationships
- 6. Working with others •The second leadership domain to improve the quality and safety of health and care services…. • Working with Others
- 7. Why work withothers in groups? • To spread out responsibility • Allows for more participation by the organization’s members • Exposure to diversity (i.e. values, beliefs, cultures, etc.) • Exposure to other viewpoints that an individual may have never considered • Working in groups promotes an effective learning environment
- 8. Working with Others •Nurses show leadership by working with others in teams and networks to deliver and improve services. • This requires clinicians to demonstrate competence in: – Developing Networks – Building and Maintaining Relationships – Encouraging Contribution – Working within Teams
- 10. Developing Networks • Clinicalleaders working in partnership with; – patients, carers, – service users and their representatives, and – colleagues within and across systems to deliver and improve services.
- 11. Developing Networks • Identifyopportunities where working in collaboration with others within and across networks can bring added benefits • Create opportunities to bring individuals and groups together to achieve goals • Promote the sharing of information and resources • Actively seek the views of others.
- 12. 2.1 Developing Networks •Share your personal example in clinical areas or in every day Practice
- 13. 2.2 Building andMaintaining Relationships • Clinical leadership shows building and maintaining relationships: – listening, supporting others, gaining trust and showing understanding.
- 14. 2.2 Building andMaintaining Relationships • Successful and Competent leaders: – Listen to others and recognise different perspectives – Empathise and take into account the needs and feelings of others – Communicate effectively with individuals and groups, and act as a positive role model – Gain and maintain the trust and support of colleagues.
- 15. 2.2 Building andMaintaining Relationships • Share your personal example in clinical areas or in every day Practice
- 16. Building and MaintainingRelationships • In 2005, the American Association of Critical-Care Nurses (AACN) published Standards for Establishing and Sustaining Healthy Work Environments: A Journey to Excellence. Standard six of this report states that a healthy work environment requires “authentic” leadership, meaning “conforming to fact and therefore worthy of trust, reliance, or belief” (p. 36). • This conceptualization of leadership is based upon relationship building, rather than task-orientation and simple management. It is often referred to as transformational leadership as it is assumed to transform all who participate. • To meet this standard, hospitals must provide education and training for nurse leaders to enhance the ability to communicate, make decisions, and collaborate (AACN, 2005; Schmalenberg & Kramer, 2009; Sherman & Pross, 2010; Shirey & Fisher, 2008; Vollers, Hill, Roberts, Dambaugh, & Brenner, 2009).
- 17. Building and MaintainingRelationships • Nurse leaders in supervisory and management positions are predisposed to high stress which can lead to burnout and turnover (Lee & Cummings, 2008). • Turnover of nurse managers can cost an organization a significant amount of money in training and replacing of individuals in these key positions (Lee & Cummings, 2008). • The loss of a nurse can cost a healthcare organization over $80,000 and every 1% increase in overall nursing turnover averages $300,000 additional cost to the hospital annually (Pricewaterhouse Cooper, 2007). • This phenomenon makes it paramount to address development of upcoming front-line nurse leaders • now or complicate the impending nurse leader shortage.
- 18. 2.3 Encouraging Contribution •Leadership encouraging contribution by: – Creating an environment where others have the opportunity to contribute.
- 19. 2.3 Encouraging Contribution •Competent clinical Leaders: – Provide encouragement, and the opportunity for people to engage in decision-making and to challenge constructively – Respect, value and acknowledge the roles, contributions and expertise of others – Employ strategies to manage conflict of interests and differences of opinion – Keep the focus of contribution on delivering and improving services to patients
- 20. 2.3 Encouraging Contribution •Examples • Share your personal example in clinical areas or in every day Practice to encourage contribution
- 21. 2.4 Working withinTeams • Managers show leadership by working within teams: – To deliver and improve services
- 22. 2.4 Working withinTeams • Competent clinicians: – Have a clear sense of their role, responsibilities and purpose within the team – Adopt a team approach, acknowledging and appreciating efforts, contributions and compromises – Recognise the common purpose of the team and respect team decisions – Are willing to lead a team, involving the right people at the right time
- 23. Roles Within aGroup • Leader – keeps the group on task, takes charge • Follower – goes along with what other group members think, no individual opinions • Distracter – prevents the group from performing its task (talks, laughs, doesn’t pay attention) • Non-participant – doesn’t talk much, not prepared, provides minimal input to the finished product
- 24. 2.4 Working withinTeams • Examples • Share your personal example in clinical areas or in every day Practice to work in team
- 25. Characteristics of aneffective group • Clear understanding • of expectations • Shared responsibilities, equitable participation from all members • Open lines of comm, discuss irritations before they develop into a problem • Completes assigned tasks in timely manner • Members listen to each other
- 26. Dysfunctional Group • Membersare confused about what the task to be completed • Most members tend to be slackers • Members don’t communicate openly, assume that others know what they are thinking • Difficulty in finishing tasks on time
- 27.