Unit 1

COMMUNICATIONS
 STEPS OF COMMUNICATION
1) Ideationsharing the content of the
message with someone
2) Encodingputting meaning into symbolic
forms (i.e., spoken, written, nonverbal)
3) Transmissionovercoming interference
with the message sent
4) Receivingactivating the senses of seeing
and hearing
STEPS OF COMMUNICATION
(cont.)
5) Decodingunderstanding the
information
6) Responsereceiving and accurately
interpreting the message (i.e.,
feedback)
 BASIC COMMUNICATION SKILLS
Ensure understanding by:
- Assuming an attitude of value for the person
speaking
- Clarifying by asking specific questions
- Confirming by stating ones understanding of
what was heard
BASIC COMMUNICATION SKILLS (cont.)

Enhance value by:

- Identifying the merits of the suggestion
- Building on these merits with slight
refinements or changes
- Balancing by specifying the merits and
concerns, asking for suggestions or
reactions, and checking back
BASIC COMMUNICATION SKILLS (cont.)

Support by:
- Giving timely and specific feedback about
positive aspects of anothers ideas or efforts
- Acknowledging the value of the others
contributions
- Expressing appreciation
 METHODS OF COMMUNICATION
Five Ss for effective oral and written
presentations
1) Strategy
2) Structure
3) Support
4) Style
5) Supplement
 INFORMATION TECHNOLOGY
Software
1) Word processing software
2) Spreadsheet software
3) Database software
4) Graphic software
5) Presentation software
6) Calendar and scheduling software
7) World Wide Web links
 INFORMATION TECHNOLOGY
(cont.)
Other types of information technology
- Electronic mail (e-mail)
- Voice mail
- Chat rooms
- Cell phones
- Videoconferencing
- Handheld computers
- Telehealth
 MAJOR ETHICAL ISSUES
Two major ethical issues when using
information technology
1) Ensuring confidentiality by disseminating
information only to authorized individuals or
organizations that have a need to know
2) Issues of confidentiality and reimbursement for
health services across state lines and provision of
quality care (i.e., Telehealth)
COMMUNICATION NETWORKS
1) Downward communication
- Information is passed along the traditional line
of communication from the manager down
through the levels of management.
- Contributes to greater staff member
dissatisfaction.
2) Upward communication
- Manager summarizes information and passes it
upward to the next level for use in decision
making.
- More personal involvement in decision making.
 COMMUNICATION NETWORKS
(cont.)
3) Lateral communication
- Information is passed between departments or
personnel at the same level of the hierarchy.
- Increases interdependence.
4) Diagonal communication
- Information is passed between individuals or
departments not on the same level of the
hierarchy.
- Usually informal.
 BARRIERS TO COMMUNICATION
1) Physical barriers (e.g., deafness, noisy
environments, speech difficulties, poor
eyesight, poor cognitive abilities)
2) Emotional barriers (e.g., aggression, fear
perceptions, prejudices, threats)
3) Faulty reasoning
4) Poorly expressed messages
5) Filtering of what is communicated
6) Time pressures
 BARRIERS TO COMMUNICATION
(cont.)
7) Selective perception
8) Uncommunicated assumptions
9) Staff facilitation of downward
communication
10) Physical distance (i.e., organizational
complexity)
11) Physical environment (e.g., location of
office, temperature, noise)
12) Technical facilities (e.g., telephones,
loudspeakers, duplicating equipment)
 BARRIERS TO ASSERTIVENESS
Female gender role socialization
Nursing socialization process
Nature of nursing
Male-female role competition problems
Female-female relationship problems
Queen bee syndrome
Trashing syndrome
 LIFE POSITIONS
Life positions are more permanent than ego
states. As individuals mature, they make
assumptions about themselves and others.
- Im OK, youre OK.
- Im OK, youre not OK.
- Im not OK, youre OK.
- Im not OK, youre not OK.
 ASSERTIVE TECHNIQUES
Broken recordrepeating what one wants
Foggingagreeing with the truth
Negative assertionaccepting the negative
aspects of oneself
Negative inquiryasking for more
information
 STRESS
MANAGEMENT
 SOURCES OF STRESS
Personal stress
- Ex: Death of spouse, divorce, a change in the
health of a family member, changes in living
conditions or personal achievements
Professional stress
- Ex: Dismissal, retirement, lack of job security
Environmental stress
- Ex: Heavy workloads, communication problems
among staff, need to know how to use
numerous pieces of equipment
 TYPES OF STRESS
Eustressa positive force adding excitement
to provide a sense of well-being
Distressa negative force caused by
unrelieved tension that threatens
effectiveness
 STRESS RESPONSE
Stressor: Defined as anything an individual
perceives as a threat
Three stages of stress response
- Alarm reaction
- Resistance
- Exhaustion
 SYMPTOMS OF BURNOUT
Nurse managers demonstrate burnout by:
- Being workaholics
- Experiencing chronic fatigue
- Not wanting to go to work
- Increasingly taking sick time
- Having a negative attitude
- Blaming and criticizing others
- Engaging in backbiting
- Talking behind others backs
 WAYS TO CONTROL STRESS
Setting of personal and professional goals
- Value clarification
- Goal setting
- Establishment of priorities
Stress avoidance and regulation
- Time blocking
- Time management
- Assertiveness
- Feeling pauses
WAYS TO CONTROL STRESS (cont.)
Stress avoidance and regulation (cont.)
- Inner shouting
- Anchoring
- Sorting
- Thought stopping
- Compartmentalization
- Environmental changes
 WAYS TO CONTROL STRESS (cont.)
Practice of good health habits through:
- Humor
- Centering
- Nutrition
- Exercise
- Sleep
 WAYS TO CONTROL STRESS (cont.)
Relaxation techniques
- Abdominal breathing
- Massage
- Progressive relaxation
- Biofeedback
- Autogenic training: self-hypnosis
- Meditation
- Visualization and mental imagery
- Poetry
- Music
- Baths
 WAYS TO CONTROL STRESS (cont.)
Enhancement of self-esteem
- Support groups
- Protection from workplace violence
 TIME MANAGEMENT
Personal time management
1) Start by being proactive and accepting
responsibility for ones actions and attitudes.
2) Begin with the end in mind.
3) Put first things first.
4) Think win-win.
5) Seek first to understand, then to be understood.
6) Synergize.
7) Give priority to a balanced program for self-
renewal.
 MAXIMIZE MANAGERIAL TIME
Inventory activities
Set goals
Plan strategies
Plan schedule
Say No
Use transition time
Accelerate learning
Improve reading
 MAXIMIZE MANAGERIAL TIME
(cont.)
Improve memory by:
- Verbal techniques (e.g., repeating, clarifying,
summarizing)
- Physical techniques (e.g., note taking, filing,
follow-up memos)
- Mental techniques (e.g., focusing, linking,
imaging, locating, chunking)
- Mnemonics (e.g., rhymes, formulas)
 MAXIMIZE MANAGERIAL TIME
(cont.)
Engage in critical thinking.
Streamline paperwork.
Use computers for time management.
Use telephone calls.
Schedule office visits.
Control visit time.
Use meetings effectively.
Delegate.
 FIVE RIGHTS OF DELEGATION
Right task
Right circumstance
Right person
Right direction/communication
Right feedback
 CONDITIONS THAT FACILITATE
DELEGATION
Understanding the concept of delegation
Having a positive attitude toward people
Overcoming feelings of loss of prestige
through delegation
Developing a positive atmosphere for staff
Clarifying policies, goals, and objectives
Using job descriptions to help determine
which assignments can be delegated
 CONDITIONS THAT FACILITATE
DELEGATION (cont.)
Checking on how well the delegated
responsibilities were performed
Ensuring that staff know whether or not they
are meeting their responsibilities
Assessing the results of delegation
RESPONSIBILITY, AUTHORITY, AND
ACCOUNTABILITY
Responsibility denotes obligation.
Authority is the power to make final decisions
and give commands.
Accountability refers to liability.
 CULTURAL CONSIDERATIONS FOR
DELEGATION
Interpersonal space
Past, present, and future orientations
Context of speech, dialect, kinesics, use of
touch, and volume of speech
Social organization
Biopsychosocial differences
REASONS FOR UNDERDELEGATING
Leaders and managers think they can do the
job more quickly themselves.
Leaders and managers are afraid that the staff
will not keep them informed.
Leaders and managers may like to do the work
and think they will get the work done better.
Some leaders and managers are afraid of
losing power and prestige.
 REASONS FOR NOT ACCEPTING
DELEGATION ASSIGNMENTS
Staff have their reasons for not accepting
delegation.
- Some depend on the leader or manager and find
it easier to ask the boss.
- Some lack self-confidence and fear failure or
criticism.
- Guidelines, standards, and control may be lacking.
- Some staff are already overworked.
- Some staff may procrastinate.
 REASONS FOR PROCRASTINATION
Emotional reasons
- May fill time with trivia to escape overwhelming
task
- Can use as an excuse for poor work
- Play victim of circumstances to gain sympathy
Nonemotional reasons
- Lack of goals
- Goals without deadlines
- Unrealistic time estimates
- Overcommitment to other duties
 TECHNIQUES TO STOP
PROCRASTINATION
Plan
Organize
Staff
Direct
Control
End