Homework

Chapter19.pptx

Chapter 19 Organizational, Interpersonal, and Group Communication in Team Building

Learning Objectives

1. Describe the relationship between communication and team building (Text p 518)

2. Describe strategies managers can take to increase the likelihood of clear and complete organizational communication (Text 498-500)

3. Choose appropriate communication modes for specific situations and messages (Text p 500)

4. Differentiate among assertive, passive, aggressive and passive-aggressive communication (Text p 504)

Learning Objectives

5. Recognize I-SBAR, SBAR, I-PASS as structured, orderly approaches in providing accurate, relevant information in emergent patient situations as well as routine handoffs (ATI p 26) (Text 505-506)

6. Recognize the need for confidentiality in sensitive interpersonal, group, or organizational communication (Text 513-515)

7. Describe the opportunities as well as the challenges new technologies pose for communication in contemporary organizations (Text 510-12)

Learning Objectives

8. Recognize the potential benefits of social media as a communication tool as well as the potential risks and identify principles for social networking use that minimizes those risks (Text 510-12)

9. Assess accurately the stages of group formation (forming, storming, norming and performing (ATI p 24) (Text p 516)

* Generational Work Groups (ATI p 24) (Text 453-54)

* Consultations/Referrals/Transfers and Discharge Planning (ATI p 26-27)

Learning Objectives

* Confidentiality and Information Security (ATI p 40) (Text p 513-515)

* Information Security (ATI p 40) (Text 510-512)

Communication #1

Communication impacts all management activities and cuts across all phases of the management process.

The ability to communicate effectively often determines success as a leader-manager.

Communication #2

Communication begins the moment that two or more people become aware of each other.

Communication is perhaps the most critical leadership skill.

Organizational communication is a high-level management function.

The Communication Process

Internal and External Climate in Communication

Internal climate

Includes internal factors such as the values, feelings, temperament, and stress levels of the sender and the receiver

External climate

Includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself

Variables Affecting Organizational Communication #1

Number of levels that need to communicate

Gender

Power and status

Variables Affecting Organizational Communication #2

Differences in gender, power, and status can significantly affect the types and quality of organizational and unit-level communication.

Organizational Communication Strategies

Communication must be clear, simple, and precise.

Senders should seek feedback whether communication is received.

Multiple communication methods should be used.

Unnecessary information should not be disclosed.

Channels of Communication #1

Upward

From subordinate to superior

Downward

From superior to subordinate

Horizontal

From peer to peer

Diagonal

Between individuals at differing hierarchy levels and job classifications

Grapevine

Informal, haphazard, and random, usually involving small groups

Channels of Communication #2

The most informal communication network is often called the grapevine. Grapevine communication flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time. Senders have little accountability for the message, and often, the message becomes distorted as it speeds along.

Communication Modes #1

Written

Face-to-face

Telephone

Nonverbal

Communication Modes #2

The clarity of a message is significantly affected by the mode of communication used. In general, the more direct the communication, the greater the probability of clear communication. The more people involved in filtering the communication, the greater the chance of distortion.

Elements of Nonverbal Communication

Space

Environment

Appearance

Eye contact

Posture

Facial expression and timing

Vocal expression

Types of Communication

Passive

Aggressive

Indirectly aggressive (passive–aggressive)

Assertive

Misconceptions and Myths About Assertiveness

All behavior is either assertive or passive.

Being assertive will:

Increase the odds of getting what you want

Increase your self esteem

To be assertive is to be aggressive.

Assertiveness is unfeminine.

Assertive communication is rude or insensitive.

When Under Attack by an Aggressive Person

Reflect.

Repeat the assertive message.

Point out the implicit assumptions.

Restate the message using assertive language.

Question.

SBAR as a Handoff Communication Tool

GRRRR as a Listening Tool #1

GRRRR as a Listening Tool #2

Most people hear or retain only a small amount of the information given to them.

Components of a Business Memo

Header

Opening, context, and task

Summary, discussion segment

Closing segment, necessary attachments

ANA/NCSBN Principles for Social Networking #1

Nurses must not transmit or place online individually identifiable patient information.

Nurses must observe ethically prescribed professional patient–nurse boundaries.

Nurses should understand that patients, colleagues, institutions, and employers may view postings.

ANA/NCSBN Principles for Social Networking #2

Nurses should take advantage of privacy settings and seek to separate personal and professional information online.

Nurses should bring content that could harm a patient’s privacy, rights, or welfare to the attention of appropriate authorities.

Nurses should participate in developing institutional policies governing online conduct.

1996 Health Insurance Portability and Accountability Act (HIPAA)

Called for protection and privacy of medical information, including any information about a patient, whether oral or recorded in any form or medium, that is created or received by a health-care provider, health plan, public health authority, employer, life insurer, school or university, or health clearing house

The Electronic Health Record (EHR) #1

A longitudinal electronic record of patient health information produced by encounters in one or more care settings

Included in this information are patient demographics, progress notes, problems, medications, vital signs, past medical history, immunizations, laboratory data, and radiology reports

The Electronic Health Record (EHR) #2

Rapidly flourishing communication technologies have great potential to increase the efficiency and effectiveness of organizational communication. They also, however, pose increasing challenges to patient confidentiality.

Stages of Group Formation

Forming

Storming

Norming

Performing

Group Roles #1

Initiator

Information seeker

Information giver

Opinion seeker

Elaborator

Coordinator

Orienter

Group Roles #2

Evaluator

Energizer

Procedural technician

Recorder

Group Building and Maintenance Roles

Encourager

Harmonizer

Compromiser

Gatekeeper

Standard setter

Group commentator

Follower

Roles Commonly Assumed by Group Members #1

Aggressor

Blocker

Recognition seeker

Self-confessor

Playboy

Dominator

Help seeker

Special interest pleader

Roles Commonly Assumed by Group Members #2

Communication and team building are intertwined because team-building activities encourage trust, cooperation, and communication within a group and improving communication enhances how workers interact with one another.