- Legitimate power
- Coercive power
- Reward power
- Referent power
No category found.
- Expert power
- Referent power
- Legitimate power
- Coercive power
- Makes scheduling more complicated.
- Can lead to better understanding of and care for a diverse patient population.
- Is a legal requirement with no other benefits.
- Leads to more conflict within the team.
- Working at the same hospital for her entire career.
- Continuous learning and professional development.
- Doing only the tasks she enjoys.
- Following the doctor's orders without question.
- Vague, personal, and critical.
- Specific, behavioral, and timely.
- Always positive, even if performance is poor.
- Delivered only once a year during a formal review.
- The number of tasks each nurse can perform.
- The combination of different levels of nursing staff (e.g., RNs, LPNs, assistants) on a unit.
- The friendliness of the nursing staff.
- The mix of male and female nurses.
- The ability to remain invisible.
- Clear, credible, and consistent communication.
- The ability to blame other departments.
- The ability to work from home.
- Implementing a new, complex communication software.
- Modeling good communication skills herself.
- Punishing staff for communication errors.
- Cancelling all team meetings to save time.
- Start CPR immediately.
- Call the family to ask them what to do.
- Respect the DNR order and provide palliative care.
- Ask a colleague what they think she should do.
- Avoidance
- Competition
- Accommodation
- Collaboration
- A lack of clinical skills.
- Chronic understaffing and a stressful work environment.
- Having to wear a uniform.
- Patients who are too friendly.
- Operational planning
- Strategic planning
- Contingency planning
- Crisis planning
- The doctors make all the decisions for the nurses.
- Nurses at the bedside are formally included in the decision-making processes about their practice and work environment.
- The government runs the hospital directly.
- Patients share in the governance of the hospital.
- Retaliate with equal force.
- Ensure your own safety and the safety of others first, and then call for help according to hospital protocol.
- Try to handle the situation alone to show you are capable.
- Ignore the aggression.
- Followership
- Informal leadership and proactivity
- Insubordination
- A violation of policy
- Identify who is to blame for an error.
- Understand the fundamental, underlying reasons why an adverse event occurred.
- Analyze the financial cost of an error.
- Quickly fix the surface-level problem without further investigation.
- In an email to the entire team.
- In a public setting so others can learn.
- Privately and respectfully.
- During a busy and stressful time.
- Communicate frequently, provide support, and manage any problems that arise.
- Announce the change and then disappear.
- Revert back to the old system if there is any resistance.
- Focus on punishing those who are slow to adapt.
- The nurse's personal feelings about the family.
- The principle of patient/family confidentiality in this specific situation.
- The hospital's policy on visiting hours.
- The need to finish her shift on time.
