Resolve and Regret
CHAPTER 4
Code Blue
Health Science Edition 4
Supplementary Discussion 1
Taking the Reins

In this chapter, Wes
Douglas assumes the
reins of Brannan
Community Hospital.


Many people will be
offering advice and
assistance.
Some will attempt to
get the new
administrator to take
sides on issues they
support or oppose.
New Characters

Tell what you know about the personality and
probable motives of each of the following
people:


Elizabeth Flannigan—director of nurses
Hank Ulman—president of employee council
Taking the Reins

Here is some good
advice for anyone
moving into a
position of authority
in a new
organization:
Taking the Reins


Don’t commit yourself to a course of action
on major issues until you understand what is
going on.
There may be people who attempt to get you
to take a stand on an issue favoring their
interests before you have all the facts.
Taking the Reins

While you are still uncertain as to what is going
on, listen more talk less. Remember the famous
quote by Mark Twain: “’Tis better to remain silent
and be thought a fool, then to open one’s mouth and dispel
all doubt.”
Taking the Reins


Some people try to impress subordinates through
excessive chatter; that doesn’t work.
One advantage of quality listening is that you
may actually learn something! When you finally
do speak, you’ll speak with knowledge and
authority.
Taking the Reins


Build rapport before taking a major action
involving multiple stakeholders. Some novice
managers incorrectly believe that “the shortest
distance between two points is a straight line.”
Often the quickest course of action, especially
when you are dealing with people, is not the best
approach.
Taking the Reins


Before you start giving orders, strive to
understand each stakeholder’s point of view.
Build rapport and lay the appropriate
groundwork.
Taking the Reins


Remember that how you do something is often
as important as what you do. It is not enough to
be sincere, you must be right. But it is still not
enough to be right, you must be effective.
Many supervisors fail when they do the right
thing, but in the wrong way.
Taking the Reins

We no longer live in an economy where a title
alone conveys authority. A supervisor must gain
the employees’ respect before he or she can
effectively lead.
Taking the Reins

Don’t criticize your predecessor, even if he or she
was incompetent.


He or she may have friends whom you will alienate.
Some may feel that you are demeaning your
predecessor to inflate your own importance.
Taking the Reins

A negative approach
when dealing with
other people is rarely
effective.
Taking the Reins
Summary






Understand before committing
Listen
Build rapport
Gain trust
Avoid criticizing
Be positive
Supplementary Discussion 2
Teamwork

Most of the work
done in the world of
work is done in
teams.
Supplementary Discussion 2
Teamwork

Patient care in
hospitals is delivered
by interdisciplinary
teams—teams with
different educational
backgrounds that
work for the
common objective of
healing the patient.
Team Leaders

The interdisciplinary
team is led by a
physician who
diagnoses the patient
and plans treatment.
Team Leaders

A registered nurse
serves as the team
leader for care
delivered in the
hospital.
Team Leaders

Team leaders delegate tasks to licensed and nonlicensed personnel.
Researchers have identified common
characteristics of successful teams.
These include:




Effective leadership
Common objectives
An understanding of role of each team member
Attention to activities that build team spirit
Researchers have identified common
characteristics of successful teams.
These include:




An ability to meet the needs of individual players
Trust
Good communications
Respect for facts
Effective team leaders delegate:





appropriate tasks,
in the appropriate circumstance,
to the individual with the licensure and training
to carry out that task and
providing meaningful direction and
communication, and
give adequate supervision and feedback
Successful Leaders
While there are many effective management styles,
successful leaders share several common
characteristics.
Successful leaders:
 Have a vision or understanding of the objective to
be accomplished
Accept responsibility
Seek input from all team members
Break complex objectives into tasks that can be
delegated
Successful Leaders





Possess the ability to inspire and manage people
Understand the importance of human resources
Possess good listening skills
Understand and respect diversity
Provide supervision and feedback.
Leadership



Good team leaders have a service orientation.
They recognize that their primary objective is to
provide the direction and resources each team
member needs to succeed.
The greatest leader is he or she who serves.
Team Spirit

Successful teams recognize the importance of
team spirit and devote time and resources to
building that spirit. Team building activities can
include:
 Periodic meetings to establish goals and
measure progress
Newsletters
Certificates of appreciation
Thank you cards
Team Spirit



On-the-spot rewards (i.e. tickets to movies for
nurses working double shifts)
Parties and other fun activities to celebrate
accomplishments
Successful teams celebrate cooperative effort—
they will not intentionally allow one member to
benefit at the expense of another.
Teams are made of people
Successful teams recognize the importance of
meeting the needs of each team member. These
include:






A sense of accomplishment
Control over one’s personal environment
Freedom of thought, action, and growth
Recognition, and prestige
A sense of belonging
Security
Trust

Without trust, team members are unwilling to
rely on the experience, judgment, or personal
commitment of others. Trust involves:
 Respect for the talents and roles of each team
member
 Acceptance of different backgrounds,
perceptions, and contributions
 Willingness to take the risk of interdependence
 Problem solving rather than personal
bargaining
 Willingness to allow others to make mistakes
Mistakes


Mistakes are often stepping stones to success.
There is no such thing as innovation without
error. When mistakes are made, the emphasis
should be on learning, not punishment.
This is not to say that teams should allow
mistakes to occur through carelessness or a lack
of planning.
Communications


Communications are an essential component of
teamwork.
In healthcare, a failure to communicate
effectively can result in the injury or death of a
patient.
Communications


Communication can
be verbal or nonverbal.
Non-verbal
communication
enhances and
supports verbal
communication, and
includes body
language, facial
expressions, and
gestures.
Review Homework Questions
The End!