NUR 455 IHI L 101: Introduction to Health Care Leadership* – Flashcards
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A positive, "let's do something about it" attitude toward problems A leadership stance is a positive, can-do approach to solving problems. It is not an opinion, a belief, or a reflexive opposition to people in power.
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Which of the following descriptions best describes "leadership"?
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Look into the cause of the problem and research how other ICUs have solved it. One way to take a leadership stance is to seek out strong ideas for solving a problem. By looking at published articles by people who have overcome a similar challenge, Reggie is taking a leadership stance.
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Reggie is a new pharmacist in a surgical intensive care unit. He notices that it is taking an average of three hours from the time an order is placed until a patient receives an antibiotic (the goal is one hour). What might Reggie do if he were to act like a leader?
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Forming a clearer picture of the problem Reggie gathered some data and realized that this problem affects nearly all the ICU patients in his hospital. Having formed a clearer picture of the problem, he now is in an excellent position to engage the hospital's leadership
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Reggie takes a look at the time between antibiotic order and administration in the other ICUs in his hospital. He discovers that most of the ICUs have the same problem. This is an example of which of the following actions of leaders discussed in this lesson?
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Try to learn how big the problem really is. Leaders don't ignore problems or complain about them. They try to learn how big a problem really is. Then they work with others to figure out what to do about it.
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When effective leaders hear others complaining about a problem, which action would they most likely take?
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B and C Leadership is an action, not a formal position of authority. One of the first actions of leaders is to get a clear picture of the real situation, often by gathering data and finding out what people are experiencing on the front lines of care.
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Your hospital has recently begun using the World Health Organization (WHO) Surgical Safety Checklist in all of its operating rooms. As chief of surgery, you have been hearing different reports about the use of the checklist; apparently, some surgeons are all for it, while others remain skeptical. You are curious about finding out how well and often the checklist is actually being used. Which of the following might be a good first step to take?
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When a group is willing to try an action together, even if there isn't complete agreement on what to do Whatever a leader does is highly unlikely to be applauded by every single one of his or her colleagues — but that shouldn't stop a leader from moving forward. The idea is to create some sort of workable level of unity that allows the group to move beyond dueling opinions and into action.
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Which of the following best describes a workable level of unity?
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Work to engage as many individuals on the unit as possible, investigating the source of their worries and responding to their concerns. Leadership is about action. It's not about making everyone happy. It's also not about formal authority. It is essential for leaders to recognize that people will respond in a variety of ways when faced with a problem or change; it's also essential to move forward the improvement despite those reactions. Working to engage as many individuals on the unit as possible will help achieve a "workable level of unity."
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You are working on decreasing adverse events related to medication errors, a serious problem on your pediatrics unit. After gathering some data, you present it to your colleagues on the unit. The result is several days of heated discussion among various caregivers. As a leader, at this point you should:
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All of the above By telling the story of a patient and talking about cost savings, you are connecting the problems of the powerless to both the hearts and the business interests of the powerful. By using data, you are forming a clearer picture of the problem. These are leadership behaviors.
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You and a fellow medical student have learned that in many countries, doctors avoid wearing long-sleeved coats at work because the coats can carry harmful bacteria such as methicillin-resistant Staphylococcus aureus (MRSA). You and your friend would love to see providers in the US stop wearing the coats. A conference of hospital and clinic leaders is coming up. How might you pique their interest in this issue of wearing long-sleeved coats?
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Engage the largest possible number of people in the room. The majority of people — in any room — tend to be influenced most powerfully not by logic or formal authority, but by their emotions. Telling the story of a real patient is a way to engage their interest in solving the problem you hope to address.
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You are working to improve the care of diabetics in your community health clinic, and today you're giving a presentation to the clinic's leadership. You begin by telling the story of Kevin, a diabetic in the clinic who underwent a below-the-knee amputation after years of poorly controlled diabetes. What is the reason for telling this story?
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Average blood pressure and cholesterol levels (quality of care measures) of the clinic's patients with diabetes "Logical" individuals are persuaded by data, so it would be a good idea to present the clinic's performance on quality of care measures (Answer A). A photograph of a patient (Answer B) would be more persuasive to "emotional" individuals, while a reminder of the Board of Trustees' goals (Answer D) would appeal to "formal" individuals, who are most persuaded by evidence that those with power and authority are on board with the proposed change.
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In order to persuade the "logical" individuals in the room, what should you be sure to include in your presentation about improving care for patients with diabetes?
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Teamwork can lead to creative ideas. The answer is teamwork can lead to creative ideas. Renoir, Monet, and Cezanne, who were all artists in the French Impressionist movement, fed off each other's ideas and energy to create masterpieces. Similarly, members of quality improvement teams should work together to understand systems and make changes to improve patient care. The other choices are incorrect because improvement is not a solo journey and everyone's compass may go off course from time to time.
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What can quality improvement teams learn from Renoir, Monet, and Cezanne?
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All of the above The answer is All of the above. Social networks, conferences, and listservs can all be useful tools to stay in touch with colleagues around the world. If you're using the websites for professional purposes, make sure to avoid sharing any patient information.
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In the lesson, IHI fellow Jana Deen explained that she went back to her roots and focused on patients to start making changes in health care. What other resources might be helpful as you seek to improve health care?
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Influencing people The best answer is influencing people. Michael Pugh says in management, you have to have resources and staff, and you have to problem solve. But ultimately to achieve something bigger than daily operations, you have to actually lead people, which is about influence more than authority.
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Michael Pugh talks about the distinction between management and leadership. Which of the following is most indicative of leadership?
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People will have different reactions; some will support you, others will initially resist you. Good leaders know that their followers may include people who are resistant, people who are enthusiastic, and everything in between.
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You gather some data about the use of a surgical checklist in your operating rooms and have an idea for an improvement. At the next month's meeting, you present the idea to your colleagues. The most likely outcomes will include:
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All of the above The best answer is all of the above.
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According to Peter Drucker, which of the following statements is true?
