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  1. 1. COORDINATING Nelia B. Perez RN, MSN Northeastern College Santiago City, Philippines 3311
  2. 2. The habits of highly effective people
  3. 3. Habits have a tremendous gravity pull
  4. 4. Lift off takes a lot of effort, but once we break out of the gravity pull, our freedom takes on a whole new dimension
  5. 5. Ready for take off ?
  6. 6. “ You are respons- able: able to choose your respons!” Habit 1 : Be proactive
  7. 7. Circle of Concern Circle of influence We have a wide range of concerns, but not all of them fall into our circle of influence
  8. 8. “ Proactive people focus their efforts in their circle of influence, causing the circle of influence to increase Reactive people focus their effort in the circle of concern. The negative energy generated by that focus causes the circle of influence to shrink”
  9. 9. “ Anytime we think the problem is out there , that thought is the problem”
  10. 10. You can choose your language Reactive: I must If only They made me If I had Proactive: I prefer I will I choose I can be
  11. 11. Habit 2 : Begin with the end in mind
  12. 13. The key to the ability to change is a changeless sense of who you are, what you are about and what you value
  13. 14. Is the script you are living in harmony with your values?
  14. 15. Habit 3 : Put first things first
  15. 17. The key to time management is not to prioritize what’s on your schedule but to schedule your priorities
  16. 18. It’s almost impossible to say NO to the popularity of urgent, non important matters, if you don’t have a bigger YES burning inside
  17. 19. “ Things which matter most should never be at the mercy of things which matter least” Goethe
  18. 20. Habit 4 : Think Win/win
  19. 21. “ You can only achieve win/win solutions with win/win processes”
  20. 22. It’s not your way or my way, it’s a better way
  21. 23. Habit 5 : Seek first to understand, then to be understood
  22. 25. “ We have such a tendency to fix things up with good advice, but often we fail to take the time to diagnose, to really deeply understand another human being first”
  23. 26. Reading your own autobiography into other people’s lives is nót (even close to) listening
  24. 27. Habit 6 : Synergize “ The whole is greater than the sum of its parts”
  25. 28. “ When we are left to our own experiences, we constantly suffer from a shortage of data”
  26. 29. “ The person who is truly effective has the humility to recognize his own perceptual limitations and to appreciate the rich resources available through interaction with the hearts and minds of other human beings”
  27. 30. In order to have influence, you have to open yourself up to bé influenced
  28. 31. Habit 7 : Sharpen the Saw
  29. 32. Read, write, relax, exercise, play, love, get involved, meditate …
  30. 33. “ Sometimes when I consider what tremendous consequences come from little things … I am tempted to think … there are no little things” Bruce Barton
  31. 34. The end
  32. 35. Coordinating <ul><li>Unites personnel and services toward a common goal. </li></ul><ul><li>Significance </li></ul><ul><li>- enhances collaborative efforts resulting in efficient, smooth and harmonious flow of work; </li></ul><ul><li>- prevents overlapping of functions </li></ul><ul><li>- promotes good working relationships; </li></ul><ul><li>- targeted work schedules are accomplished. </li></ul>
  33. 36. <ul><li>Coordination with the Medical Service. </li></ul><ul><li>Coordination with the Administrative Service. </li></ul><ul><li>Coordination with the Laboratory Service </li></ul><ul><li>Coordination with Radiology Service </li></ul><ul><li>Coordination with the Pharmacy Service </li></ul><ul><li>Coordination with the Dietary Service </li></ul><ul><li>Coordination with the Medical Social Service </li></ul><ul><li>Coordination with the Medical Records Service </li></ul><ul><li>Coordination with Community Agencies , Other Institutions and Civic Organizations </li></ul>
  34. 37. Staff Development <ul><li>Provide structure and assistance for employees to learn in greater depth. </li></ul><ul><li>Translate the knowledge, skills and abilities, and principles learned into nursing practice within their institution of employment. </li></ul>
  35. 38. Includes: <ul><li>Orientation </li></ul><ul><li>In-Service education </li></ul><ul><li>Continuing education </li></ul><ul><li>Organizational development </li></ul>
  36. 39. Orientation <ul><li>Planned and guided activities of an employee in the organization, the work environment, and in his job. </li></ul><ul><li>Effective Orientation result in </li></ul><ul><li>- higher productivity, fewer infractions of rules, regulations or policies; </li></ul><ul><li>- lessen turn-over rates; </li></ul><ul><li>- achieve greater satisfaction; and </li></ul><ul><li>- pride in their jobs. </li></ul>
  37. 40. In Service Education <ul><li>Includes all on-the-job instructions, that are given to enhance the employee’s recent job performance. </li></ul><ul><li>Appropriate for employees who have potentials for leadership. </li></ul><ul><li>Sometimes referred to as “Continuing Education” to which it enables the employee to move from satisfactory to excellent performance in the present job or to achieve promotion to a position of greater responsibility. </li></ul>
  38. 41. <ul><li>Provides experience to new concepts, innovations, product application or acquisition of increase expertise. </li></ul><ul><li>Specialty Courses </li></ul>
  39. 42. <ul><li>Formal Education </li></ul><ul><li>Decision Making </li></ul><ul><li>Decision - a course of action that is consciously chosen from available alternatives for the purpose of achieving a desired result. </li></ul>
  40. 43. Process of Decision-Making <ul><li>Definition of the problem </li></ul>How top correct deviation from the satndard in the problem. Set the stage for decision making. Gather all relevant data .
  41. 44. Analysis of the problem <ul><li>Proceed to investigate, gather data, and evaluate the results. </li></ul><ul><li>Do not allow prejudices or biases to color the evaluation of facts. </li></ul><ul><li>Be open-minded and flexible. </li></ul><ul><li>Should be objective </li></ul>
  42. 45. Development of an alternative solution <ul><li>Focuses on the search for and analysis of alternatives and their possible consequences. </li></ul><ul><li>Factors: </li></ul><ul><li>- time, available resources, labor, cost of tools and equipment to be used, and the moral and legal implications. </li></ul>
  43. 46. Selection of the solution <ul><li>Rank the preferences. </li></ul><ul><li>Choose the best course of action considering advice from others, experience and most importantly, logical reasoning. </li></ul><ul><li>Narrow choice to 2 – 3 alternatives while weighing the advantages and disadvantages of each. </li></ul><ul><li>Choose the best solution tha is most likely to succeed. </li></ul>
  44. 47. Implementation and follow-up <ul><li>Planning </li></ul><ul><li>Organizing </li></ul><ul><li>Staffing </li></ul><ul><li>controlling </li></ul>
  45. 48. Art of Decision Making <ul><li>Not making decision that others should make, to preserve morale and authority; </li></ul><ul><li>Not deciding on problems that are not pertinent to matters at hand to prevent waste of time and energy. </li></ul><ul><li>Not deciding prematurely to prevent prejudice; and </li></ul><ul><li>Not making ineffective decisions to avoid losing the respectability of the decision maker. </li></ul>
  46. 50. Peace is not the absence of conflict but the presence of creative alternatives for responding to conflict – alternatives to passive or aggressive responses, alternatives to violence.
  47. 51. Conflict Management <ul><li>As inevitable as change in any organization because of the complexity of relationships within the organization, the interactions among its members or their dependence on one another. </li></ul>
  48. 52. Leadership Roles associated with conflict resolution <ul><li>Is self-aware and conscientiously works to resolve intrapersonal conflict. </li></ul><ul><li>Addresses conflict as soon as it is perceived and before it becomes felt or manifest. </li></ul><ul><li>Seeks a win – win solution to conflict whenever feasibl </li></ul>
  49. 53. Relationship Roles (cont) <ul><li>Lessens the perceptual differences that exist between conflicting parties and broadens the parties’ understanding about the problems. </li></ul><ul><li>Assists subordinates in identifying alternative conflict resolutions. </li></ul><ul><li>Recognizes and accepts the individual difference of staff. </li></ul>
  50. 54. Leadership Role (cont) <ul><li>Uses assertive communication skills to increase persuasiveness and foster open communication. </li></ul><ul><li>Role Models honest and collaborative negotiation efforts. </li></ul>
  51. 55. Management Functions associated with Conflict Resolution <ul><li>Creates a work environment that minimizes the antecedent conditions for conflict. </li></ul><ul><li>Appropriately uses legitimate authority in competing approach when a quick or unpopular decision needs to be made. </li></ul><ul><li>When appropriate, formally facilitates conflict resolution involving subordinates. </li></ul>
  52. 56. Management Functions (Cont) <ul><li>Accepts mutual responsibility for reaching predetermined supraordinate goals. </li></ul><ul><li>Obtains needed unit resources through effective negotiation strategies. </li></ul><ul><li>Compromises unit needs only when the need is not critical to unit functioning and when higher management gives up something of equal value. </li></ul>
  53. 57. Management functions (cont) <ul><li>Adequately prepared to negotiate for unit resources, including the advance determination of a bottom line and possible trade-offs. </li></ul><ul><li>Addresses the need for closure and follow-up to negotiation. </li></ul><ul><li>Pursues alternative dispute resolution when conflicts cannot be resolved by using traditional conflict management strategies. </li></ul>
  54. 58. Latent Conflict Felt Conflict Perceived Conflict Manifest Conflict Conflict Resolution Or Conflict Management Conflict Aftermath THE CONFLICT PROCESS
  55. 59. Sources of Conflicts <ul><li>Competition </li></ul><ul><li>Domination </li></ul><ul><li>provocation </li></ul>
  56. 60. Conflict arises from <ul><li>Knowledge </li></ul><ul><li>Skills </li></ul><ul><li>Values </li></ul><ul><li>Interests </li></ul><ul><li>Scarcity of resources </li></ul><ul><li>Unacceptable leadership styles </li></ul><ul><li>Intergroup rivalry for rewards </li></ul><ul><li>Role ambiguity </li></ul><ul><li>Unworkable organizational structure </li></ul><ul><li>Shift in org. power base and climate </li></ul>
  57. 61. Factors that provoke Conflict <ul><li>Failure to provide assistance & complete info on patient care; </li></ul><ul><li>Varying perceptions of work situations </li></ul><ul><li>Unstable staffing and work schedule </li></ul><ul><li>Highly differentiated work positions or role change; </li></ul><ul><li>Disagreement over policies and procedures; and </li></ul><ul><li>Competition for scarce resources. </li></ul>
  58. 62. Evidences of Conflict
  59. 63. Types of Conflict <ul><li>OVERT or COVERT </li></ul><ul><li>VERTICAL or HORIZONTAL </li></ul><ul><li>BEHAVIORAL or PROCESS STANDPOINTS </li></ul><ul><li>- intrapersonal, interpersonal, intragroup, intergroup </li></ul>
  61. 65. COMPETING
  62. 66. Cooperating
  63. 67. SMOOTHING
  64. 68. AVOIDING
  65. 69. collaborating
  66. 70. withdrawing
  67. 71. forcing
  68. 73. Nuff There were two fairies arguing that the other was a disgrace.How could it be their fault that the other violated their airspace? The discussion got more heated until one was struck upon the nose and now it seemed it was too late to end it without blows . But a third party floated up to them to remind them of the rules -&quot;It is forbidden to disturb the peace even when contemplating duels&quot;They both began to argue but the peacemaker declared &quot;Nuff said.&quot;. The fairies looked at one another, turned on their heels, and fled.
  69. 74. There were some delinquent pixies bombarding those that passed them by not caring if their target was fairy, nymph or butterfly. Their victims mostly hurried off but there was one who did not do the same. He looked upset, as well you would if you had Eppingtrodijoon for your name. He turned and flew towards them with a quiet and menacing stare while the pixies idiotically continued, remaining blissfully unaware. But as he came close enough to recognise one called out &quot;That's E Nuff.&quot;and the now terrified pixies scattered, suddenly not looking quite so tough.
  70. 75. In the midst of a forest clearing there was a major brawl with pixies, gremlins, hobgoblins, fairies, imps and all. And without fear a familiar face waded into this confusion dealing here a fracture, here a bite, and here a slight contusion. He cracked obstinate heads together, and pulled concussed foes apart and one poor cockatrice received a poke that just had to smart. There was almost one objection from a werewolf loud and gruff but he was stopped by his companion pointing out &quot;That's Fairy Nuff.&quot;
  71. 76. So if you go down to the woods today you are in for a great surprise for there are those that are willing to castigate and chastise. &quot;I'll deal with any humans&quot; he says and I don't think that it's a bluff. I think he's deadly serious so make sure you've heard E Nuff.
  72. 77. LEARNING EXERCISE You are a male unit supervisor of a pediatric trauma unit at Children’s Hospital. Three years ago, you ended a serious romantic relationship with a nurse named Susan, who was employed at a different hospital in the same town. The break up was not mutual and Susan was hurt and angry. Six months ago, Susan accepted a position as a unit supervisor at the Children’s Hospital. This has required you and Susan to interact formally at department head meetings and informally regarding staffing and personnel issues on a regular basis. Often, these interactions have been marked by either covert hostility on Susan’s part, non-verbal aggression, or sniping comments. When you attempted to confront Susan about her behavior, she stated that “she didn’t have a problem and you shouldn’t flatter yourself to think that she does”.
  73. 78. The situation is becoming increasingly more difficult to “work around” and both staff and fellow unit supervisors have become aware of the ongoing tension. You love your position and do not want to leave Children's Hospital, but it is becoming increasingly apparent that the situation cannot continue as it is. <ul><li>ANSWER THE FOLLOWING QUESTIONS </li></ul><ul><li>How might gender have influenced the latent conditions, perceived or felt conflict, manifest conflict and conflict aftermath in this situation? </li></ul><ul><li>What conflict strategies might you use to try to resolve this conflict? Avoidance? Smoothing? Accommodation? Competing? Compromise? Collaboration? </li></ul><ul><li>Would the use of a mediator be helpful in this situation? </li></ul>
  74. 79. you may now go to your own groups for the brainstorming activity!