- Preparing for the change.
- Making the change happen.
- Reinforcing and stabilizing the change so it becomes the new standard.
- Reverting back to the old way of doing things.
No category found.
- Use hand gestures to try and communicate complex information.
- Ask another patient in the ward to translate.
- Request a professional medical interpreter from the hospital.
- Wait until a family member arrives to proceed with care.
- After the procedure has been completed.
- By the most junior member of the team.
- Before any non-emergency invasive procedure is performed.
- Only for patients who are wealthy.
- Decide who was right and who was wrong.
- Find a solution that improves team function and ensures patient safety.
- Punish the person who started the conflict.
- Avoid discussing the issue entirely.
- Democratic
- Laissez-faire
- Autocratic
- Transformational
- "The nurse who made the error needs more training."
- "Why was the nurse so careless?"
- "Let's examine the process: were the medications stored correctly? Was the staffing adequate? Is the ordering system confusing?"
- "This was a one-time mistake that will not happen again."
- Assigning daily patient loads.
- Motivating employees to perform well.
- Recruiting, interviewing, hiring, and orienting new nurses.
- Evaluating the quality of patient care.
- Transactional leader
- Laissez-faire leader
- Transformational leader
- Bureaucratic leader
- Discusses the patient's condition with the consulting surgeon.
- Shares details about her interesting patient case on her personal social media page.
- Gives a report to the oncoming shift nurse.
- Documents the patient's diagnosis in the official medical record.
- Send an angry email to the head of the pharmacy.
- Tell the nurses to complain directly to the pharmacists.
- Arrange an interdepartmental meeting to map the process, identify bottlenecks, and collaboratively find a solution.
- Report the pharmacy to the hospital CEO.
- Serve their own career ambitions.
- Serve the needs of their team and the organization, prioritizing their growth and well-being.
- Serve the demands of the hospital administration above all else.
- Serve the public by seeking media attention.
- Blaming individuals for all errors to ensure they don't happen again.
- Creating an environment where staff can report errors and near misses without fear of punishment, distinguishing between human error, at-risk behavior, and reckless conduct.
- Never reporting errors to protect the hospital's reputation.
- Only doctors are held accountable for errors.
- Crisis management
- Quality improvement
- Legal compliance
- Financial planning and resource allocation
- "Are you in pain?"
- "Did you take your medication?"
- "Can you tell me more about what happened?"
- "Is your family visiting today?"
- the task
- the salary
- the accountability
- the license
- Order the nurse to use the new system or face disciplinary action.
- Exclude the nurse from the training sessions.
- Meet with the nurse to understand her concerns, highlight the benefits of the new system, and provide extra support and training.
- Reassign the nurse to a unit that still uses the old paper system.
- Motivating the staff to perform well.
- Establishing a formal structure of roles and responsibilities for the unit.
- Hiring new employees.
- Evaluating the performance of the staff.
- The patient is ultimately responsible for their own health.
- The employer (hospital) can be held liable for the negligent acts of its employees.
- A nurse is only responsible for her own actions.
- Every person is liable for their own torts.
