DQ 4-2

DQ 2 Response 1

During crisis the people look to someone in a position of power to bring a sense of calm and control in light of the inclement disarray. An example from an online source mentions, managers should be solution oriented to build rapport and collaborate amongst the people. (NU_Editor, 2009). Actions such as keeping the staff updated on information helps keep the staff involved and aware of what is to be expected and how to prepare. For example, during Hurricane Irma as a part of the Team A we were confined to the hospital for five days. Our source of information was our nurse manager and the media. She did an excellent job at keeping the staff informed and ensured that we had all our sleeping arrangements, showers, and food and water all situated. It was a great time of rapport building because we all shared the same living quarters and got to know each other more on a personal level. You can only prepare so much for a disaster and it is important that everyone feels safe and that it is as organized as it can be given the circumstances.

 

References:

NU_Editor, 2009. Nurses Uncut. 8 Tips for Building Rapport with Other Nurses. Retrieved from: https://www.nurseuncut.com.au/8-tips-for-building-rapport-with-other-nurses/

 

 

Response 2

Trust and collaboration are only two essential components for an effective team. Take a crisis event such as a code blue for example. Trust and collaboration between the code blue team is essential in efforts to have the best outcome for the patient during such an event. Having a strong leader during a crisis event plays an important role. Leading during a crisis requires an understanding of how people may react (Sherman, 2012). Without trust, there is less collaboration. Keeping calm, being decisive and maintain open communication are things leaders can do to build trust and collaboration (Sherman, 2012). Encouraging communication with each member of the team and decisive decisional making enhances the effectiveness of the team. A crisis event that is well handled can have a positive effect on a team and improve rapport and build trust across departments.

 

References

Sherman, R. O. (2012, November 5). Leading in crisis situations. Retrieved from http://www.emergingrnleader.com/emergingnurseleader-15/

Response 3

Crisis situation for a team during work is not desired but it could also test the team as unit and if the team emerges with flying colors, the team would look completely different in a good way. Crisis situation needs the best of the group and collaboration among the members must be very effective. (Coombs, 2017) Everyone feels that spark of fear to complete the work carefully and they feel that is the only thing that is important right now. And everyone helps their colleagues to get the best out of them and this increases the trust among themselves. They take decisions wisely, with optimum thinking process, strive to solve the small problems so that the big one is assured to be solved. Staff development does not mean replacing the present ones with others from outside, it means improving their skills and building confidence in themselves to work effectively and efficiently. And also, this makes everyone knowledgeable and also, they feel comfortable enough to communicate with others easily. Sufficient human resource training could be very helpful and everyone would find the essentiality of trusting others in various departments. They could work better with better communication and transfer of knowledge and this could be pivotal. Coombs, W. (2017). Crisis Management and Communications | Institute for Public Relations. [online] Institute for Public Relations. Available at: http://www.instituteforpr.org/crisis-management-and-communications/ [Accessed 18 Oct. 2017].

Response 4

Crisis situations require the most teamwork of any situation that can be encountered in healthcare.  Experiencing a crisis with others forms a bond.  A crisis opportunity is an opportunity for a group to display trust and assist each other in a manner that strengthens trust.  In a crisis situation, all pettiness is set aside, and the group is solely focused on the mission at hand.  However, this intense focus and dedication to mission is not sustainable for long periods of time outside of the crisis situation.  On the other hand, the bonds formed during crisis, can remain.  This is why staff development of a unifying culture is so important for improving rapport and build trust among colleagues.  The change to a unifying culture can be difficult, but it is necessary to build trust across different department and professions.  “Change at a strategic level may require a new culture and revisions to the whole system in order to realize a new strategy or direction. This requires education and development of staff, including a clear communication of the need for change, a support staff to aid departments in the transition, and incremental goals that recognize milestones toward improvement. Throughout the change process, senior leadership must continue to ensure that values and guiding principles are perceived as important and that institutional support at all levels is a priority” (Grand Canyon University, 2017).

Grand Canyon University. (2017). AMN 450V Lecture 4 [lecture note]. Retrieved from https: https://lc-ugrad3.gcu.edu/learningPlatform/user/users.html?operation=loggedIn#/learningPlatform/loudBooks/loudbooks.html?viewPage=current&operation=innerPage&currentTopicname=Professional Responsibility

Response 4A crisis make collaboration and trust stronger in a group in the fact that the crisis forms the emergent moves that should be considered by the group participants and is fostered on the non-hierarchical structure and flexibility. (Coombs, 2017). Therefore, its dynamism will prompt for the imperative moves to focus on the in interpersonal and inter-group cooperation and coordination which basically leads to trust building within that time frame. This does happen to have the compliance in the gear towards having the disaster evident in the crisis combated comprehensively by the group participants. The sharing of the recourses to aid the decisions on the individual basis is also the focal focus and the eradication of the group value and decision making differences. 

The staff development will be in the move to improve rapport in the sense that:  One, it will bring the complete mutual attentiveness of the colleagues of the staff as they endeavor to be all focused on a common set goal and at the same time have the common interest in one view point to what the other person is saying or doing for the organization.  

Two, it will enhance the positivity of the colleagues in the staff and to the fact that they will be friendly and happy at the work place, and that they will show care and concern for one another in the operations of the work environment. 

Three, it will enhance the proper ordination of the colleagues of the departments and in this it will be identifying common grounds that can help to establish comprehensive rapport on what is best for all the colleagues (Coombs, 2017).

Reference:

Coombs, W. (2017). Crisis Management and Communications | Institute for Public Relations. [online] Institute for Public Relations. Available at: http://www.instituteforpr.org/crisis-management-and-communications/

Response 5

Collaboration is a complex partnership. It is a process that occurs over time. It is also an outcome, a synthesis of different perspectives, an integrative solution. Emergency, crisis and conflict are natural and expected part of life. Therefore, they provide an opportunity to deepen agreement. The strategic use to resolve crisis can be effective in enhancing decision quality and team commitment. Differences are essential assets for effective collaborative processes and outcomes. Many realities exist simultaneously. Each person's reality is based on self-developed perceptions. The sharing of power and the recognition of one's own power base is part of effective collaboration. Being present both physically and mentally in team forums can provide an opportunity to assess how and when to achieve higher quality outcomes in a crisis (Gardner, n. d.).

Gardner (n.d.). Retrieved October 19, 2017, from http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Volume102005/No1Jan05/tpc26_116008.html#Amason96