Exam 2

History of Leadership Thought

Key Theories

• Trait Theories (Pre-1940s): Focus on identifying inherent traits of effective leaders.

• Behavioral Theories (1940s - 1960s): Observe leaders’ behaviors and their influence on group dynamics.

• Contingency/Situational Approaches (1960s - Present): Analyze how situations can affect leadership effectiveness.

• Transformational Leadership: Engages and motivates followers through positive change.

Contingency Theories

• Leadership effectiveness is influenced by situational variables:

  • Leader-member Relationship: Dynamic interactions between leaders and their followers.

  • Task Completeness: The nature of the task at hand determines leadership approach.

  • Leader’s Power: Utilization of positional power impacts a leader's influence.

Situational Leadership Styles

• Telling: Appropriate for low-maturity groups needing clear direction.

• Selling: For moderate-maturity groups needing guidance but willing to learn.

• Participating: Suitable for capable groups unsure of their actions, requiring support.

• Delegating: Applied to high-maturity groups that require minimal direction.

Servant Leadership

• Prioritizes the needs of others (employees, customers, community).

• Encourages collaboration and a service-focused culture among followers.

• Recognizes the importance of followers in the leadership process.

Transformational Leadership Theory

• Currently the most accepted leadership style in nursing.

• Involves recognizing staff efforts and motivating them towards achieving collective goals.

• Attributes of transformational leaders include:

  • Embracing change and fostering an adaptive environment.

  • Building trust and inspiring commitment through communication.

Transformational vs Transactional Leadership

• Transformational Leaders: Inspire followers to exceed their limits and foster a commitment to shared vision.

• Transactional Leaders: Guide through tasks completion by clarifying expectations and rewarding performance.

  • Leadership style endorsed by the Institute of Medicine for effective nursing practice.

• Key Qualities of Transformational Leaders: Include self-confidence, honesty, commitment, and ability to implement a vision.

Challenges of Transformational Leadership

• Transformational leadership can fail due to:

  • Lack of urgency or clear vision.

  • Poor communication on organizational goals.

  • Inadequate planning and failure to recognize organizational culture.

Leadership in Nursing

Influencing Practices

• Leadership guides the attitudes, beliefs, and behaviors within nursing teams.

• Successful leadership fosters a shared vision, requiring collaboration and teamwork to achieve organizational goals.

Leadership Growth

• Leadership skills develop with experience; informal leaders significantly impact the work environment and nursing practice.

• Ideal Characteristics of Leaders:

  • Extroverted, agreeable, conscientious, emotionally stable.

  • Charismatic, credible, and possessing integrity.

ABCD Leadership Styles

• Authoritative: Directive, focused on control.

• Bureaucratic: Adheres to organizational rules.

• Laissez-faire: Non-directive, placing responsibility on team members.

• Democratic: Involves group decision-making, prioritizing members' contributions.

Other Leadership Styles

• Pace Setting: High performance requirements.

• Affiliative: Promotes harmony within teams.

• Coaching: Emphasizes developing team members for the future.

Formal versus Informal Leadership

Formal Leadership

• Recognized authority within the organization (e.g., nurse manager, charge nurse).

Informal Leadership

• Persuasion and influence without formal power (e.g., peer leaders).

• Effective collaborations between formal and informal leaders enhance organizational performance.

Managers vs. Leaders

Key Differences

• Managers: Focus on maintaining order and processes.

• Leaders: Prioritize change and innovation.

• A successful manager exhibits leadership qualities, ensuring team effectiveness and morale.

Management Functions

• Key Functions: Planning, organizing, directing, and controlling resources are essential for effective management.

Types of Power in Leadership

Key Types

• Legitimate: Based on position.

• Referent: Based on relationships and connections.

• Coercive: Use of fear or punishment.

• Reward: Ability to offer positive reinforcements.

• Expert: Knowledge and skills enhancing credibility.

• Charismatic: Personal qualities appealing to followers.

• Informational: Power derived from access to information.

Leadership Pitfalls

• Common flaws include:

  • Failure to learn from mistakes.

  • Insufficient interpersonal skills or accountability.

  • Lack of innovation and initiative.

New Manager Misconceptions

• Misunderstandings about the role of managers (e.g., authority, control, relationship management).

Recap: Leadership & Management Differences

• Management: Achieving objectives efficiently.

• Leadership: Influencing and guiding team efforts towards goals.

• Summary: The best managers are also effective leaders, balancing objectives with inspiration and motivation.

Conflict, Workplace Violence, and Negotiation Ethics

Understanding Conflict

Conflict can take many forms and can stem from various sources. It is essential to recognize what conflict is and how it appears in workplace dynamics. Organizational conflict is essential for growth; however, it can also lead to destruction if mishandled. Key sources contributing to conflict may include differences in communication styles, personal beliefs, and role expectations, as well as environmental stresses or generational divides.

Common Sources of Organizational Conflict

Organizations frequently experience conflicts for the following reasons:

• Scarce resources leading to competition for limited means

• Restructuring that creates uncertainty and job insecurity

• Poorly defined roles and expectations among staff

• Communication breakdowns that lead to misunderstandings

• Structural issues within the organization that hinder collaboration

• Individual behaviors that clash, stemming from differences in temperament or attitudes

Types of Communication Styles

Effective communication plays a significant role in mitigating workplace conflict. Communication styles are categorized into four main types:

1. Passive - avoiding open expression of thoughts and feelings.

2. Aggressive - expressing thoughts and feelings in a way that may offend others.

3. Passive-Aggressive - indirect expressions of anger or annoyance.

4. Assertive - expressing thoughts in a direct, respectful manner, fostering healthy dialogue.

Stages of Conflict

Understanding the stages of conflict can provide insight into addressing issues:

1. Latent Conflict - Existing conditions create potential for conflict without open confrontation.

2. Perceived Conflict - Recognition of conflict among parties.

3. Felt Conflict - Emotional responses intensify, leading to polarization of attitudes.

4. Manifest Conflict - Active confrontation occurs, including aggression and fighting.

5. Conflict Aftermath - Resolution takes place, potentially leading to positive or negative outcomes.

Conflict Resolution Strategies

Several strategies exist for resolving conflict:

• Compromising - Parties give up something to reach a solution.

• Competing - One party wins at the expense of another.

• Cooperating/Accommodating - Sacrificing one's own desires to meet another's needs.

• Smoothing - Reducing emotional tension to facilitate harmony.

• Avoiding - Ignoring the conflict altogether.

• Collaborating - Working together to find a mutually beneficial solution.

Helpful Tips in Conflict Resolution

Effective conflict resolution entails several recommendations to foster understanding:

1. Focus on the causes rather than personalities.

2. Strive for solutions acceptable to all.

3. Gather information; distinguish facts from opinions.

4. Listen without prejudice and prioritize constructive solutions.

5. Recognize and address workplace bullying, incivility, or mobbing as forms of violence impacting organizational health.

Negotiation Techniques

In negotiation, parties often appear similar to compromise:

• Preparation: Effective negotiators use factual statements, focus on issues rather than personalities, and maintain an open mind.

• Destructive Tactics: Avoid manipulation, intimidation, or ridicule that undermine trust and respect during negotiations.

• Closure: Conclude negotiations on friendly terms, ensuring all parties feel they have reached a satisfactory agreement.

Ethical Framework in Conflict Management

Ethics encompass the principles guiding individuals in their conduct with respect to self and others. Ethical dilemmas can arise, requiring individuals to navigate choices between undesirable options. Ethical decision-making is rooted in principles such as autonomy, beneficence, justice, and truth-telling. A systematic approach to ethical challenges includes self-awareness, understanding values, and adherence to professional codes of ethics.

Conclusion

Promoting ethical behavior, clear communication, and effective conflict resolution strategies is paramount in creating a positive work environment. By understanding the complexities of conflict and negotiation within the workplace, organizations can enhance collaborative work and improve overall effectiveness.

Page 3: The Communication Process

Elements of the Communication Process:

• Sender: The individual or entity that conveys a message, playing a crucial role in ensuring the clarity and intent of the communication. The sender should possess the ability to articulate thoughts effectively to avoid misunderstandings.

• Message: The core information shared, which can be expressed through various means including verbal (spoken words), written (emails, reports), or nonverbal (body language, gestures). The choice of medium can significantly affect how the message is received.

• Receiver: The individual or group that receives the message. The receiver's interpretation of the message can be influenced by their own emotions, experiences, and understanding of the context. Feedback from the receiver is essential to confirm understanding.

Internal and External Climate Influences:

• Internal Climate: Refers to factors within the sender or receiver that can affect communication, such as their feelings, perceptions, and attitudes. For instance, stress or a positive disposition can alter how messages are sent or received.

• External Climate: Encompasses environmental factors outside the individual, including cultural norms, physical surroundings, and social context. These influences can impact the effectiveness and clarity of the communication process.

Page 4: Emotional Intelligence

Goleman's Emotional Intelligence Model (2002)

• Self-Awareness: The ability to recognize and understand one's own emotions, which includes:

  • Emotional Self-Awareness: Being conscious of your emotional state and its impact on your thoughts and behaviors.

  • Accurate Self-Assessment: Recognizing your strengths and weaknesses objectively.

  • Self-Confidence: Having a strong sense of one’s self-worth and capabilities.

• Self-Management: The skills to regulate emotions effectively, which include:

  • Self-Control: The ability to manage disruptive emotions and impulses.

  • Transparency: Being open and honest in one’s communications.

  • Adaptability: The capacity to adjust to changing circumstances.

  • Achievement Drive: A strong desire to meet personal and organizational standards of excellence.

  • Initiative: The readiness to act on opportunities rather than waiting for them to come.

• Social Awareness: The skill to recognize emotions in others, involving:

  • Empathy: Understanding and sharing the feelings of others.

  • Organizational Awareness: Perceiving the dynamics and emotions within a group or organization.

  • Service Orientation: Anticipating and meeting the needs of others.

• Relationship Management: Skills necessary to manage interactions successfully, including:

  • Inspirational Leadership: The ability to inspire and guide individuals and teams.

  • Developing Others: Supporting and fostering the growth of team members.

  • Influence: The capability to persuade and motivate others.

  • Change Catalyst: Assisting in managing change effectively and positively.

  • Conflict Management: Dealing with disagreements constructively.

  • Building Bonds and Teamwork: Creating strong relationships and fostering a collaborative environment.

Page 5: SBAR as a Handoff Communication Tool

• Situation: Briefly introduce yourself, the patient’s identity, and a concise description of the clinical issue at hand.

• Background: Provide relevant context about the patient, including demographic information, diagnosis, treatment history, and any pertinent medical information that informs ongoing care.

• Assessment: Clearly summarize the patient’s current condition, highlight key findings from assessments, and identify specific areas of concern that need attention.

• Recommendation: Suggest evidence-based treatments, interventions, or further actions required by the healthcare team for optimal patient outcomes.

Page 6: GRRRR as a Listening Tool

• Greeting: Begin interactions with a positive and welcoming introduction that establishes a comfortable communication environment.

• Respectful Listening: Allow the other party adequate time to express their thoughts, ensuring you refrain from interruptions or distractions to fully understand their message.

• Review: Periodically summarize what has been said to confirm understanding and ensure alignment.

• Recommend or Request: Politely ask for clarification on any ambiguous points to foster mutual understanding.

• Reward: Conclude by verbally acknowledging and appreciating the contributions made during the exchange, reinforcing a collaborative atmosphere.

Team/Group Building in Healthcare

The significance of effective team-building in healthcare lies in enhancing patient care outcomes, fostering collaboration among professionals, and improving workplace satisfaction. Strong, well-functioning teams directly contribute to the delivery of safe, quality care, as each member's expertise and efforts are integrated towards common goals.

Stages of Group Formation

Understanding the stages of group formation is essential for facilitating effective team dynamics. The four main stages include:

1. Forming:In this initial orientation phase, team members come together, often feeling uncertain about their roles and relationships. During the forming stage, trust is typically low, leading to limited productivity. Team activities should aim to build relationships and establish a structured environment. Strategies may include team-building exercises, open dialogue sessions, and sharing responsibility on small tasks, which help to create rapport among members and set the foundation for better collaboration.

2. Storming:This stage is marked by conflict where individual needs and personalities start to clash with group goals. Team members assert their opinions and may feel frustration, leading to disagreements. It is crucial in this stage to promote joint problem-solving initiatives and establish clear norms for communication and decision-making to ensure that conflicts are resolved constructively. Facilitating discussions around diverse viewpoints can help the team move past discord and refocus on shared objectives.

3. Norming:During the norming stage, team members start to work cohesively, recognizing each other's strengths and contributions. Trust begins to build, and communication becomes more open and supportive. The development of functional relationships is essential, as team members learn to rely on one another, which leads to improved collaboration and efficiency in achieving team goals. Activities during this phase might involve assigning specific roles based on individuals’ strengths and encouraging feedback to further enhance trust.

4. Performing:In this stage, the team reaches its peak effectiveness. Members operate at a high level of productivity, and the team is fully functional, allowing for optimal decision-making and innovative problem-solving. Conflict is approached positively, viewed as a potential catalyst for creativity. The focus is on achieving results, meeting patient care standards, and supporting one another in the pursuit of excellence. Regular debriefings and reflective practices can help sustain high performance by ensuring continued alignment with group goals and duties.

Page 13: Common Myths About Teams

• Misconceptions Clarified: This section addresses prevalent myths surrounding teamwork, such as the idea that effective teams do not require strong, decisive leadership. It highlights the importance of leadership in guiding teams, setting expectations, and establishing accountability to achieve desired outcomes.

• Conflict Management: Another myth suggested is that all conflict is detrimental to teams. In reality, constructive conflict can facilitate better problem-solving, foster creativity, and lead to enhanced group dynamics when managed properly.

Page 14: Groupthink

• Understanding Groupthink: This phenomenon occurs when a desire for harmony or conformity results in dysfunctional decision-making. Team members may suppress dissenting opinions, leading to poor conclusions and missed opportunities for improvement.

• Need for Critical Evaluation: The text stresses the significance of fostering an environment where critical evaluation and open debate are encouraged to counteract the detrimental effects of groupthink, motivating team members to voice their ideas and concerns.

Page 15: Procedural Justice

• Fostering Fairness: Procedural justice refers to the processes that ensure fairness in decision-making, significantly impacting team morale and trust.

• Impact on Groupthink: By implementing procedures that promote transparency and inclusivity, employees are more likely to feel valued, diminishing the risks of groupthink and enhancing overall engagement.

Page 16: Teamwork and Safety

• QSEN Initiative Definition: The Quality and Safety Education for Nurses (QSEN) initiative defines teamwork as interprofessional collaboration focusing on improving patient care outcomes through better coordination and communication among healthcare professionals.

• TeamSTEPPS: This evidence-based teamwork system is highlighted as a crucial method for enhancing safety, preventing errors, and improving communication among teams in healthcare settings.

Page 17: Creating a Motivating Climate

• Influencing Factors: A motivating climate encompasses various factors, including clear goals, positive attitudes, and performance metrics. Establishing an environment that nurtures motivation is crucial for team effectiveness.

Page 18: Management Process

• Key Components: Management processes, including creating a motivating climate and facilitating collaboration, are foundational in shaping team dynamics and achieving organizational goals.

Page 19: Motivation Defined

• Internal Drives: Motivation is explored as an internal driving force that influences employee behavior. The management's role in fostering a motivational environment is also examined, highlighting strategies to enhance employee engagement.

Page 20: Intrinsic vs Extrinsic Motivation

• Definitions: This section distinguishes between intrinsic motivation (driven by internal satisfaction) and extrinsic motivation (influenced by external rewards), providing insights on how both can impact employee performance.

Page 21: Engagement

• Emotional Commitment: Engagement is defined as the emotional commitment an employee has to the organization and its mission. This emotional bond is vital for enhancing retention and improving workplace culture.

Page 22: Motivational Theorists

• Key Figures: The text introduces significant theorists such as Abraham Maslow (Hierarchy of Needs), B.F. Skinner (Behaviorism), and Victor Vroom (Expectation Theory), detailing their contributions to the understanding of motivation in the workplace.

Page 23: Strategies for a Motivating Climate

• Practical Approaches: This section provides actionable strategies to enhance motivation levels within teams, including establishing clear expectations, promoting fairness, and encouraging collaborative teamwork.

Page 24: Recognition as a Motivational Tool

• Importance of Reinforcement: Recognizing and reinforcing employee efforts through specific and timely feedback is emphasized as a powerful tool for motivation, contributing to employee satisfaction and performance.

Page 25: Self-Care and Preventing Burnout

• Addressing Burnout: This section discusses the impact of burnout on management effectiveness and team motivation, offering self-care strategies and emphasizing the importance of mental health for leading teams successfully.

Page 26: Conclusion

• Exam 2 (Modules 4-6): Focuses on Leadership & Management, including delegation & prioritizing.

• Module Objectives:

  • Describe theories of management and leadership.

  • List characteristics of an effective manager and an influential leader.

  • Differentiate between management and leadership.

  • Set personal educational goals for yourself.

  • Identify the impact that nursing organizations have on professional practice.

  • Describe the role of credentialing and certification in professional practice.

Management Theories

Key Theories

• Trait Theories (pre-1940s): Leaders are born with innate traits that make them effective.

• Behavioral Theories (1940s-1960s): Leadership effectiveness is defined by actions and styles, not just traits.

• Contingency/Situational Theories (1960s -): Leadership effectiveness depends on context, including leader-member relationships and tasks.

Contingency Theories

• Emphasizes that members are influenced by the manager's leadership style.

• Key situational variables:

  • Leader-member relationship (trust vs. questioning)

  • Task clarity

  • Power derived from leader's position

Situational Leadership

• Leadership Styles:

  • Telling: For low-maturity groups needing direction.

  • Selling: For moderate-maturity groups needing guidance.

  • Participating: For moderate to high-maturity groups needing support.

  • Delegating: For high-maturity groups needing minimal direction.

Servant Leadership

• Concept: Prioritizes serving the team, promotes collaboration, and values follower participation.

Transformational Leadership Theory

• Contemporary Theory: Most accepted, includes recognition and motivation.

• Core Qualities of Transformational Leaders:

  • Self-confidence and self-direction

  • Honesty and loyalty

  • Commitment and vision

• Common Failures:

  • Lack of urgency, communication, and vision.

Transformational vs. Transactional Leadership

• Transformational Leaders: Inspire followers to exceed expectations.

• Transactional Leaders: Aim to achieve specific objectives through structure and rewards.

Quantum (Chaos) Theory

• Concept: Positive views on change and chaos leading to new possibilities.

Leadership in Nursing

• Definition: Involves influencing others to achieve a common vision.

• Roles: Can be formal or informal; both leaders and followers are essential.

• Ideal Leadership Traits: Extroverted, agreeable, emotionally stable, charismatic, and credible.

Leadership Styles

• ABC:

  • Authoritative: Directive, coercive.

  • Bureaucratic: Adheres to organizational rules.

  • Laissez-faire: Non-directive, gives responsibility to team.

  • Democratic: Group decision-making facilitator.

Other Leadership Styles

• Pace Setting: Sets high-performance standards.

• Affiliative: Harmonizes and builds emotional bonds.

• Coaching: Develops future potential in team members.

Formal vs Informal Leadership

• Formal Leadership: Authorized by the organization—includes positions like nurse manager.

• Informal Leadership: Not officially recognized, influences through persuasion.

Managers vs. Leaders

Key Differences

• Managers: Focus on maintaining equilibrium and achieving objectives through consistency.

• Leaders: Focus on change and inspiring trust, fostering a long-term vision.

  • A good leader is also an effective manager.

Management Functions

Key Functions

• Planning: Setting goals and developing policies.

• Organizing: Structuring the organization to accomplish tasks.

• Directing: Motivating and managing conflict.

• Controlling: Evaluating outcomes to ensure goals are met.

Types of Power in Leadership

• Legitimate: Authority based on the position.

• Reward: Ability to reward followers.

• Coercive: Using punishment.

• Referent: Based on follower's identification with the leader.

Leadership Fatal Flaws

• Inability to learn from mistakes.

• Lack of interpersonal skills.

• Lack of accountability.

• Lack of initiative.

Conflict and Ethics

Conflict Definition

• Conflict: Discord due to differences in ideas or values.

Sources of Conflict

• Differing communication styles, role expectations, environmental stressors, generational differences.

Communication Styles

• Passive: Avoiding confrontation.

• Aggressive: Hostile or offensive communication.

• Passive-aggressive: Indirect expression of frustration.

• Assertive: Respectful and direct communication.

Stages of Conflict

• Latent conflict, Perceived conflict, Felt conflict, Manifest conflict, Conflict aftermath.

Conflict Resolution Strategies

• Win-Win: Collaboration for optimal outcomes.

• Compromising: Each party gives something up.

• Competing: One party wins at the expense of others.

• Collaborating: Working together for a common goal.

Ethical Considerations in Nursing

• Moral Issues: Moral indifference, moral uncertainty, moral distress.

• Ethical Dilemma: Choosing between undesirable alternatives.

Principles of Ethical Decision Making

• Core Principles: Autonomy, Beneficence, Justice, Truth-telling, Fidelity, Confidentiality.

Strategies to Promote Ethical Behavior

• Collaborate through ethics committees and foster an ethical work environment.

Teamwork and Communication

Effective Workgroups

• Characteristics of successful teams include trust, open dialogue, and shared responsibility.

Stages of Group Formation

• Forming: Team learns about each other, trust is low.

• Storming: Conflict as individual members assert themselves.

• Norming: Team cohesion develops as roles are established.

• Performing: High productivity through collaboration and consensus.

Emotional Intelligence (EI)

• Key Components: Self-awareness, self-management, social awareness, and relationship management.

  • Vital for leadership and enhancing team dynamics.

Communication Tools

• SBAR: Situation, Background, Assessment, Recommendation.

GRRRR as a Handoff Communication Tool

The GRRRR model is a structured approach to facilitate effective communication during healthcare handoffs. It ensures that key information is conveyed clearly and promotes collaboration among healthcare providers. The components of GRRRR include:

1. Greeting: Start by initiating a warm and positive introduction. This sets a collaborative tone, fostering a comfortable environment for open dialogue. It’s essential to establish rapport to enhance trust and facilitate effective communication.

2. Request/Recommend: After the initial greeting, clearly articulate the request or recommendation related to the patient's care. Specify what is needed from the receiving party, ensuring that they understand their role in the care plan or task at hand. This step emphasizes clarity and mutual understanding.

3. Reason: Explain the rationale behind the request or recommendation. Providing context regarding the patient’s condition or situation helps the receiving party grasp the significance of the action or information being communicated. It also ensures alignment in understanding the patient care objectives.

4. Repeat: Encourage the receiving party to repeat back the critical information related to the request. This repetition serves as a confirmation of understanding and allows for immediate correction of any misunderstandings, enhancing the accuracy of communication.

5. Resolve: Conclude the interaction by resolving any uncertainties or questions the receiving party may have. It’s important to address any concerns and ensure that all parties are on the same page regarding the next steps in patient care

Module 4: Theories of Management and Leadership

Situational Leadership

• Definition: Involves assessing the situation and the group members to select the most appropriate leadership style.

• Application: Blending different styles based on the circumstances to enhance effectiveness.

Servant Leadership

• Core Principle: Prioritizes the needs of others, including employees, customers, and the community.

• Focus: Facilitates collaboration, teamwork, and collective activism by making followers an integral part of the leadership equation.

Transformational Leadership

• Overview: Currently one of the most accepted leadership theories.

• Characteristics: Involves motivating staff, embracing change, and recognizing their contributions.

• Qualities of Transformational Leaders:

  • Self-confidence and self-direction

  • Honesty and loyalty

  • Commitment to a vision

  • Ability to develop and implement strategic ideas

• Common Failures: Lack of urgency, vision, poor communication, ineffective planning, and failing to address cultural barriers.

Quantum Theory

• Concept: Emphasizes that change and chaos can lead to new possibilities and understanding order in complex situations.

Characteristics of Effective Leaders and Managers

• Consider attributes such as extroversion, agreeableness, conscientiousness, emotional stability, willingness to innovate, charisma, confidence, and credibility.

Module 5: Conflict and Resolution

Factors Leading to Conflict

• Major Influences:

  • Communication styles

  • Diverging personal beliefs and expectations

  • Role and status distinctions

  • Environmental stressors and generational differences

  • Scarcity of resources and poorly defined role expectations

  • Organizational structural issues

• Important Note: Individual behavior can also significantly influence conflict dynamics.

Communication Differences

• Passive Communication: Withholding thoughts and feelings, leading to misunderstandings.

• Aggressive Communication: Expressing feelings in ways that may offend others.

• Passive-Aggressive Communication: Indirectly communicating frustration or annoyance.

• Assertive Communication: Clearly and respectfully expressing thoughts and feelings.

Conflict Resolution Methods

• Compromising: Each party surrenders something of value.

• Competing: One party prioritizes its goals over others.

• Cooperating/Accommodating: One party sacrifices its desires for the other's advantage.

• Smoothing: Reducing emotional tension within the conflict.

• Avoiding: Ignoring the conflict despite awareness of its existence.

• Collaborating: Jointly resolving conflicts to align with a common goal.

Ethical Decision Making

Principles of Ethical Decision Making

• Autonomy: Respect for individual choices.

• Beneficence: Commitment to promote good.

• Paternalism: Decision-making on behalf of another.

• Justice: Fairness and equality in treatment.

• Veracity: The duty to tell the truth.

• Fidelity: Keeping promises.

• Confidentiality: Safeguarding private information.

• Utility: Greater good for the majority over individual concerns.

Importance of Ethics in Nursing

• Definitions: A systematic study of personal and social conduct.

• Moral Issues Faced: Includes moral indifference, moral uncertainty, and moral distress.

• Ethical Dilemmas: Choosing between equally undesirable options, with self-awareness being crucial in making ethical decisions.

Module 6: Emotional Intelligence and Team Dynamics

Stages of Team Development

• Forming: Initial team orientation; trust is developed but productivity is low.

• Storming: Conflict emerges; team dynamics are tested; joint problem-solving is necessary.

• Norming: Greater cooperation develops as members establish roles and begin to value each other's contributions.

• Performing: Team functions efficiently and effectively with shared leadership and open communication.

Understanding Groupthink

• Definition: A psychological phenomenon where the desire for group harmony leads to poor decision-making outcomes.

• Effects: Reduces individual dissent; members prioritize consensus over critical evaluation.

• Procedural Justice: Implements fairness in decision-making processes to mitigate groupthink threat, fostering an environment where all team members feel valued.