LEADERSHIP ROLE
TEST BANK FOR
LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN NURSING:
THEORY AND APPLICATION 11TH ED
BY CAROL J. HUSTON (CHAPTER 1-25)
, LEADERSHIP ROLE
TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING:
REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT .............................................................. 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .................................................... 21
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ............... 40
CHAPTER 04: ETHICAL ISSUES .................................................................................................................... 59
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .......................................................................................... 79
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ........................ 99
CHAPTER 07: ORGANIZATIONAL PLANNING ........................................................................................... 118
CHAPTER 08: PLANNED CHANGE ............................................................................................................. 137
CHAPTER 09: TIME MANAGEMENT ......................................................................................................... 155
CHAPTER 10: FISCAL PLANNING............................................................................................................... 174
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ..................................................... 191
CHAPTER 12: ORGANIZATIONAL STRUCTURE ......................................................................................... 209
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER.................................................. 228
CHAPTER 14: ORGANIZING PATIENT CARE .............................................................................................. 246
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ............... 264
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING ORGANIZATION .......................... 284
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES .................................................................. 302
CHAPTER 18: CREATING A MOTIVATING CLIMATE ................................................................................. 321
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION .......................... 339
CHAPTER 20: DELEGATION ....................................................................................................................... 357
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION ................................................... 375
CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .......................... 394
CHAPTER 23: QUALITY CONTROL ............................................................................................................. 412
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................... 431
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE CHEMICALLY
OR PSYCHOLOGICALLY IMPAIRED ........................................................................................................... 450
, LEADERSHIP ROLE
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL CHALLENGE. WHEN
APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF PEOPLE.
ANS:C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN DEFINED AS CHOOSING A
PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS PART OF DECISION MAKING AND IS A
SYSTEMATIC PROCESS THAT FOCUSES ON ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS
REALISTIC FOR THE NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE OFTEN
LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT CAUSES OF A SITUATION.
MANY TIMES, THE NURSE MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT
THIS IS NOT ALWAYS FEASIBLE OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY
NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL WHEN MEDIATING IN A
CONFLICT BETWEEN TWO COLLEAGUES. WHEN APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE
WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
ANS:A
, LEADERSHIP ROLE
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO IDENTIFY THE ROOT PROBLEM
IN SITUATIONS, A TASK THAT CAN REQUIRE MUCH TIME AND ENERGY. EFFICIENCY IS DESIRABLE, BUT
TRYING TO IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A HASTY AND INCORRECT
SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS IS NOT A SPECIFIC COMPONENT OF
THE TRADITIONAL PROBLEM-SOLVING MODEL. OUTSIDE INPUT MAY OR MAY NOT BE NECESSARY; THIS
VARIES WITH EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
3. WHICH STATEMENT IS TRUE REGARDING DECISION MAKING?
A. SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS FOR THE
SAME PROBLEMS.
B. DECISIONS ARE GREATLY INFLUENCED BY EACH PERSON’S VALUE SYSTEM.
C. PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO PROBLEM
SOLVING IS USED.
D. PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION.
ANS:B
FEEDBACK: VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING
WILL INFLUENCE A PERSON’S DECISION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA WILL BE,
VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON’S DECISION MAKING, EITHER
CONSCIOUSLY OR SUBCONSCIOUSLY. IT IS NOT POSSIBLE FOR A NURSE TO FULLY “SET ASIDE” PERSONAL
BELIEFS WHEN MAKING A DECISION, EVEN IF THE NURSE APPLIES THE PRINCIPLES OF SELF-REFLECTION.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 3 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
, LEADERSHIP ROLE
4. THE NURSE-MANAGER OF A SHORT-STAFFED UNIT NEEDS TO MAKE A DECISION ABOUT A
NURSE’S REQUEST FOR AN UNPAID LEAVE OF ABSENCE. IN ORDER TO INCREASE THE CHANCE OF
MAKING A GOOD DECISION, THE MANAGER SHOULD:
A. INVOLVE AS MANY PEOPLE IN THE DECISION-MAKING PROCESS AS POSSIBLE.
B. BEGIN THE DECISION-MAKING PROCESS BY PRESUMING THE STATUS QUO TO BE THE BEST
OPTION.
C. GENERATE AS MANY DIFFERENT ALTERNATIVES AS POSSIBLE.
D. PRIORITIZE THE OPTION THAT IS MOST INNOVATIVE.
ANS:C
FEEDBACK: THE GREATER THE NUMBER OF ALTERNATIVES THAT CAN BE GENERATED BY THE DECISION
MAKER, THE BETTER THE FINAL DECISION WILL BE. GENERATING MULTIPLE ALTERNATIVES MAY
REQUIRE INVOLVING MORE PEOPLE IN THE DECISION-MAKING PROCESS, BUT THE PROCESS CAN EASILY
BECOME UNWIELDY IF TOO MANY PEOPLE ARE INVOLVED. THE MANAGER SHOULD ALWAYS CONSIDER
THE STATUS QUO AS A POSSIBLE OPTION, BUT THIS IS NOT ALWAYS CONSIDERED TO BE THE DEFAULT
OPTION.
INNOVATION IS OFTEN A DESIRABLE CHARACTERISTIC, BUT IT WOULD BE INAPPROPRIATE TO CHOOSE
AN OPTION SOLELY BECAUSE IT IS INNOVATIVE; MANY OTHER VALUES MUST BE CONSIDERED.
PTS: 1 DIF: MODERATE REF: PAGE: 15 OBJ: 4 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
GENERATE NUMEROUS ALTERNATIVES
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
5. AN EXPERIENCED NURSE-MANAGER HAS BEEN DESCRIBED AS BEING A “RIGHT-BRAIN THINKER.”
THIS MANAGER’S DECISION-MAKING PROCESS LIKELY PRIORITIZES WHAT CHARACTERISTIC?
A. LINEAR ANALYSIS
B. INTUITION
C. TRANSPARENCY
D. EFFICIENCY
ANS:B
, LEADERSHIP ROLE
FEEDBACK: RIGHT-BRAINED THINKERS HAVE TRADITIONALLY BEEN CHARACTERIZED AS BEING CREATIVE
AND INTUITIVE. LINEAR ANALYSIS IS MORE CLOSELY ALIGNED WITH LEFT-BRAINED THINKING.
TRANSPARENCY AND EFFICIENCY ARE DESIRABLE QUALITIES THAT ARE NOT PARTICULARLY ALIGNED
WITH EITHER OF THESE TWO PARADIGMS.
PTS: 1 DIF: EASY REF: PAGE: 18 OBJ: 3|4
NAT: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP:
CHAPTER NUMBER: 01: TITLE: BRAIN HEMISPHERE DOMINANCE AND THINKING STYLES KEY:
INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
6. THE NURSE-MANAGER IS APPLYING AN EVIDENCE-BASED APPROACH TO A CLINICAL QUESTION
AROUND CLIENT MOBILIZATION. WHEN USING A PICO FORMAT TO SEARCH FOR EVIDENCE, THE NURSE
SHOULD IDENTIFY WHAT?
A. THE ROLE OF INTUITION IN THE DECISION-MAKING PROCESS
B. THE PREFERENCES OF CLIENTS AND THEIR FAMILIES
C. THE CLIENTS FOR WHOM THE INTERVENTION WOULD BE RELEVANT
D. COSTS ASSOCIATED WITH A POTENTIAL CHANGE IN PRACTICE
ANS:C
FEEDBACK: THE PICO (PATIENT OR POPULATION, INTERVENTION, COMPARISON, AND OUTCOME)
FORMAT IS USED IN EVIDENCE-BASED PRACTICE TO GUIDE THE SEARCH FOR THE CURRENT BEST
EVIDENCE TO ADDRESS A PROBLEM. CLIENT AND FAMILY PREFERENCES AND COST ARE INCLUDED IN
EVIDENCE-BASED PRACTICE BUT ARE NOT EXPLICIT COMPONENTS OF THE PICO FORMAT. INTUITION IS
A COMPONENT OF DECISION MAKING BUT IS NOT SPECIFICALLY INCLUDED IN THE PICO FORMAT.
PTS: 1 DIF: MODERATE REF: PAGE: 14 OBJ: 5 | 6 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
USE AN EVIDENCE-BASED APPROACH
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
7. THE NURSE-MANAGER IS APPLYING THE DECISION-MAKING PROCESS WHEN ADDRESSING A
NURSE’S HIGH RATE OF ABSENTEEISM. THIS PROCESS SHOULD RESULT IN:
A. AN OUTCOME THAT IS DESIRED BY ALL.
, LEADERSHIP ROLE
B. A CHOSEN COURSE OF ACTION.
C. AN ACTION THAT GUARANTEES SUCCESS.
D. A NEW UNDERSTANDING OF THE PROBLEM.
ANS:B
FEEDBACK: A DECISION IS MADE WHEN A COURSE OF ACTION HAS BEEN CHOSEN. A DECISION MAY NOT
ALWAYS BE PLEASING TO EVERYONE INVOLVED IN THE SITUATION, AND SUCCESS CAN NEVER BE FULLY
GUARANTEED. THE MANAGER SHOULD SEEK TO FULLY UNDERSTAND THE PROBLEM, BUT THIS IS A
PHASE IN DECISION MAKING, NOT THE RESULT OF THE PROCESS.
PTS: 1 DIF: EASY REF: PAGE: 3 OBJ: 1
NAT: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL:
UNDERSTAND NOT: MULTIPLE CHOICE
8. THE NURSE-MANAGER IS FACED WITH A DIFFICULT DECISION IN A SITUATION THAT INVOLVES
THE MANAGER’S VALUES. WHAT IS THE MANAGER’S BEST ACTION?
A. TRY TO BASE A DECISION ON INTUITION RATHER THAN VALUES.
B. SET ASIDE HIS OR HER VALUES AND MAKE A RATIONALE DECISION.
C. DEFER THE DECISION TO A COLLEAGUE WITH DIFFERENT VALUES.
D. IDENTIFY AND REFLECT ON HIS OR HER OWN VALUES.
ANS:D
FEEDBACK: EVERY PERSON HAS A VALUE SYSTEM, AND THIS CANNOT BE SIMPLY “SET ASIDE.”
AWARENESS AND REFLECTION ARE NECESSARY TO MAKE GOOD DECISIONS IN THE CONTEXT OF ONE’S
OWN VALUES. INTUITION AND VALUES ARE NOT COUNTERPOINTS, AND PRIORITIZING INTUITION DOES
NOT NEGATE THE IMPORTANCE OF VALUES. VALUES INFLUENCE EVERY DECISION TO VARYING DEGREES,
AND IT IS IMPRACTICAL TO DEFER EVERY VALUE-LADEN DECISION TO SOMEONE ELSE.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 8 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
TEST BANK FOR
LEADERSHIP ROLES AND MANAGEMENT FUNCTIONS IN NURSING:
THEORY AND APPLICATION 11TH ED
BY CAROL J. HUSTON (CHAPTER 1-25)
, LEADERSHIP ROLE
TABLE OF CONTENTS
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND CLINICAL REASONING:
REQUISITES FOR SUCCESSFUL LEADERSHIP AND MANAGEMENT .............................................................. 3
CHAPTER 02: CLASSICAL VIEWS OF LEADERSHIP AND MANAGEMENT .................................................... 21
CHAPTER 03: TWENTY-FIRST-CENTURY THINKING ABOUT LEADERSHIP AND MANAGEMENT ............... 40
CHAPTER 04: ETHICAL ISSUES .................................................................................................................... 59
CHAPTER 05: LEGAL AND LEGISLATIVE ISSUES .......................................................................................... 79
CHAPTER 06: PATIENT, SUBORDINATE, WORKPLACE, AND PROFESSIONAL ADVOCACY ........................ 99
CHAPTER 07: ORGANIZATIONAL PLANNING ........................................................................................... 118
CHAPTER 08: PLANNED CHANGE ............................................................................................................. 137
CHAPTER 09: TIME MANAGEMENT ......................................................................................................... 155
CHAPTER 10: FISCAL PLANNING............................................................................................................... 174
CHAPTER 11: CAREER PLANNING AND DEVELOPMENT IN NURSING ..................................................... 191
CHAPTER 12: ORGANIZATIONAL STRUCTURE ......................................................................................... 209
CHAPTER 13: ORGANIZATIONAL, POLITICAL, AND PERSONAL POWER.................................................. 228
CHAPTER 14: ORGANIZING PATIENT CARE .............................................................................................. 246
CHAPTER 15: EMPLOYEE RECRUITMENT, SELECTION, PLACEMENT, AND INDOCTRINATION ............... 264
CHAPTER 16: SOCIALIZING AND EDUCATING STAFF IN A LEARNING ORGANIZATION .......................... 284
CHAPTER 17: STAFFING NEEDS AND SCHEDULING POLICIES .................................................................. 302
CHAPTER 18: CREATING A MOTIVATING CLIMATE ................................................................................. 321
CHAPTER 19: ORGANIZATIONAL, INTERPERSONAL, AND GROUP COMMUNICATION .......................... 339
CHAPTER 20: DELEGATION ....................................................................................................................... 357
CHAPTER 21: EFFECTIVE CONFLICT RESOLUTION AND NEGOTIATION ................................................... 375
CHAPTER 22: COLLECTIVE BARGAINING, UNIONIZATION, AND EMPLOYMENT LAWS .......................... 394
CHAPTER 23: QUALITY CONTROL ............................................................................................................. 412
CHAPTER 24: PERFORMANCE APPRAISAL ............................................................................................... 431
CHAPTER 25: PROBLEM EMPLOYEES: RULE BREAKERS, MARGINAL EMPLOYEES, AND THE CHEMICALLY
OR PSYCHOLOGICALLY IMPAIRED ........................................................................................................... 450
, LEADERSHIP ROLE
CHAPTER 01: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING,
AND CLINICAL REASONING: REQUISITES FOR SUCCESSFUL LEADERSHIP
AND MANAGEMENT
1. THE NURSE IS APPLYING A DECISION-MAKING PROCESS TO A CLINICAL CHALLENGE. WHEN
APPLYING THIS PROCESS, THE NURSE MUST:
A. ANALYZE THE ROOT CAUSES OF A SITUATION.
B. BEGIN BY SOLVING THE UNDERLYING PROBLEM.
C. CHOOSE BETWEEN DIFFERENT COURSES OF ACTION.
D. PRIORITIZE THE MAXIMUM GOOD FOR THE MAXIMUM NUMBER OF PEOPLE.
ANS:C
FEEDBACK: DECISION MAKING IS A COMPLEX, COGNITIVE PROCESS OFTEN DEFINED AS CHOOSING A
PARTICULAR COURSE OF ACTION. PROBLEM SOLVING IS PART OF DECISION MAKING AND IS A
SYSTEMATIC PROCESS THAT FOCUSES ON ANALYZING A DIFFICULT SITUATION. IT IS NOT ALWAYS
REALISTIC FOR THE NURSE TO SOLVE EACH OF THE PROBLEMS CONTRIBUTING TO A LARGER
CHALLENGE, ESPECIALLY AT THE BEGINNING OF THE DECISION-MAKING PROCESS. THE NURSE OFTEN
LACKS THE TIME, INFORMATION, OR RESOURCES TO ANALYZE THE ROOT CAUSES OF A SITUATION.
MANY TIMES, THE NURSE MAKES A DECISION THAT BENEFITS THE LARGEST NUMBER OF PEOPLE, BUT
THIS IS NOT ALWAYS FEASIBLE OR DESIRABLE.
PTS: 1 DIF: MODERATE REF: PAGE: 3 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL: APPLY
NOT: MULTIPLE CHOICE
2. THE NURSE IS APPLYING THE TRADITIONAL PROBLEM-SOLVING MODEL WHEN MEDIATING IN A
CONFLICT BETWEEN TWO COLLEAGUES. WHEN APPLYING THIS MODEL, THE NURSE SHOULD PRIORITIZE
WHAT TASK?
A. IDENTIFYING THE ROOT CAUSE OF THE CONFLICT
B. IMPLEMENTING A SOLUTION AS QUICKLY AS POSSIBLE
C. ELICITING INPUT FROM OTHER NURSES
D. ENCOURAGING EACH NURSE TO REFLECT ON HIS OR HER ACTIONS
ANS:A
, LEADERSHIP ROLE
FEEDBACK: THE TRADITIONAL PROBLEM-SOLVING MODEL ATTEMPTS TO IDENTIFY THE ROOT PROBLEM
IN SITUATIONS, A TASK THAT CAN REQUIRE MUCH TIME AND ENERGY. EFFICIENCY IS DESIRABLE, BUT
TRYING TO IMPLEMENT A SOLUTION AS QUICKLY AS POSSIBLE CAN RESULT IN A HASTY AND INCORRECT
SOLUTION. REFLECTIVE THINKING IS ALWAYS BENEFICIAL, BUT THIS IS NOT A SPECIFIC COMPONENT OF
THE TRADITIONAL PROBLEM-SOLVING MODEL. OUTSIDE INPUT MAY OR MAY NOT BE NECESSARY; THIS
VARIES WITH EACH INDIVIDUAL PROBLEM.
PTS: 1 DIF: MODERATE REF: PAGE: 7 OBJ: 1 NAT: CLIENT NEEDS: SAFE AND
EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
TRADITIONAL PROBLEM-SOLVING PROCESS
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: ANALYZE NOT: MULTIPLE CHOICE
3. WHICH STATEMENT IS TRUE REGARDING DECISION MAKING?
A. SCIENTIFIC METHODS PROVIDE IDENTICAL DECISIONS BY DIFFERENT INDIVIDUALS FOR THE
SAME PROBLEMS.
B. DECISIONS ARE GREATLY INFLUENCED BY EACH PERSON’S VALUE SYSTEM.
C. PERSONAL BELIEFS CAN BE ADJUSTED FOR WHEN THE SCIENTIFIC APPROACH TO PROBLEM
SOLVING IS USED.
D. PAST EXPERIENCE HAS LITTLE TO DO WITH THE QUALITY OF THE DECISION.
ANS:B
FEEDBACK: VALUES, LIFE EXPERIENCE, INDIVIDUAL PREFERENCE, AND INDIVIDUAL WAYS OF THINKING
WILL INFLUENCE A PERSON’S DECISION MAKING. NO MATTER HOW OBJECTIVE THE CRITERIA WILL BE,
VALUE JUDGMENTS WILL ALWAYS PLAY A PART IN A PERSON’S DECISION MAKING, EITHER
CONSCIOUSLY OR SUBCONSCIOUSLY. IT IS NOT POSSIBLE FOR A NURSE TO FULLY “SET ASIDE” PERSONAL
BELIEFS WHEN MAKING A DECISION, EVEN IF THE NURSE APPLIES THE PRINCIPLES OF SELF-REFLECTION.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 3 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
, LEADERSHIP ROLE
4. THE NURSE-MANAGER OF A SHORT-STAFFED UNIT NEEDS TO MAKE A DECISION ABOUT A
NURSE’S REQUEST FOR AN UNPAID LEAVE OF ABSENCE. IN ORDER TO INCREASE THE CHANCE OF
MAKING A GOOD DECISION, THE MANAGER SHOULD:
A. INVOLVE AS MANY PEOPLE IN THE DECISION-MAKING PROCESS AS POSSIBLE.
B. BEGIN THE DECISION-MAKING PROCESS BY PRESUMING THE STATUS QUO TO BE THE BEST
OPTION.
C. GENERATE AS MANY DIFFERENT ALTERNATIVES AS POSSIBLE.
D. PRIORITIZE THE OPTION THAT IS MOST INNOVATIVE.
ANS:C
FEEDBACK: THE GREATER THE NUMBER OF ALTERNATIVES THAT CAN BE GENERATED BY THE DECISION
MAKER, THE BETTER THE FINAL DECISION WILL BE. GENERATING MULTIPLE ALTERNATIVES MAY
REQUIRE INVOLVING MORE PEOPLE IN THE DECISION-MAKING PROCESS, BUT THE PROCESS CAN EASILY
BECOME UNWIELDY IF TOO MANY PEOPLE ARE INVOLVED. THE MANAGER SHOULD ALWAYS CONSIDER
THE STATUS QUO AS A POSSIBLE OPTION, BUT THIS IS NOT ALWAYS CONSIDERED TO BE THE DEFAULT
OPTION.
INNOVATION IS OFTEN A DESIRABLE CHARACTERISTIC, BUT IT WOULD BE INAPPROPRIATE TO CHOOSE
AN OPTION SOLELY BECAUSE IT IS INNOVATIVE; MANY OTHER VALUES MUST BE CONSIDERED.
PTS: 1 DIF: MODERATE REF: PAGE: 15 OBJ: 4 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
GENERATE NUMEROUS ALTERNATIVES
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
5. AN EXPERIENCED NURSE-MANAGER HAS BEEN DESCRIBED AS BEING A “RIGHT-BRAIN THINKER.”
THIS MANAGER’S DECISION-MAKING PROCESS LIKELY PRIORITIZES WHAT CHARACTERISTIC?
A. LINEAR ANALYSIS
B. INTUITION
C. TRANSPARENCY
D. EFFICIENCY
ANS:B
, LEADERSHIP ROLE
FEEDBACK: RIGHT-BRAINED THINKERS HAVE TRADITIONALLY BEEN CHARACTERIZED AS BEING CREATIVE
AND INTUITIVE. LINEAR ANALYSIS IS MORE CLOSELY ALIGNED WITH LEFT-BRAINED THINKING.
TRANSPARENCY AND EFFICIENCY ARE DESIRABLE QUALITIES THAT ARE NOT PARTICULARLY ALIGNED
WITH EITHER OF THESE TWO PARADIGMS.
PTS: 1 DIF: EASY REF: PAGE: 18 OBJ: 3|4
NAT: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP:
CHAPTER NUMBER: 01: TITLE: BRAIN HEMISPHERE DOMINANCE AND THINKING STYLES KEY:
INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: UNDERSTAND NOT: MULTIPLE CHOICE
6. THE NURSE-MANAGER IS APPLYING AN EVIDENCE-BASED APPROACH TO A CLINICAL QUESTION
AROUND CLIENT MOBILIZATION. WHEN USING A PICO FORMAT TO SEARCH FOR EVIDENCE, THE NURSE
SHOULD IDENTIFY WHAT?
A. THE ROLE OF INTUITION IN THE DECISION-MAKING PROCESS
B. THE PREFERENCES OF CLIENTS AND THEIR FAMILIES
C. THE CLIENTS FOR WHOM THE INTERVENTION WOULD BE RELEVANT
D. COSTS ASSOCIATED WITH A POTENTIAL CHANGE IN PRACTICE
ANS:C
FEEDBACK: THE PICO (PATIENT OR POPULATION, INTERVENTION, COMPARISON, AND OUTCOME)
FORMAT IS USED IN EVIDENCE-BASED PRACTICE TO GUIDE THE SEARCH FOR THE CURRENT BEST
EVIDENCE TO ADDRESS A PROBLEM. CLIENT AND FAMILY PREFERENCES AND COST ARE INCLUDED IN
EVIDENCE-BASED PRACTICE BUT ARE NOT EXPLICIT COMPONENTS OF THE PICO FORMAT. INTUITION IS
A COMPONENT OF DECISION MAKING BUT IS NOT SPECIFICALLY INCLUDED IN THE PICO FORMAT.
PTS: 1 DIF: MODERATE REF: PAGE: 14 OBJ: 5 | 6 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE TOP: CHAPTER NUMBER: 01: TITLE:
USE AN EVIDENCE-BASED APPROACH
KEY: INTEGRATED PROCESS: NURSING PROCESS
BLM: COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
7. THE NURSE-MANAGER IS APPLYING THE DECISION-MAKING PROCESS WHEN ADDRESSING A
NURSE’S HIGH RATE OF ABSENTEEISM. THIS PROCESS SHOULD RESULT IN:
A. AN OUTCOME THAT IS DESIRED BY ALL.
, LEADERSHIP ROLE
B. A CHOSEN COURSE OF ACTION.
C. AN ACTION THAT GUARANTEES SUCCESS.
D. A NEW UNDERSTANDING OF THE PROBLEM.
ANS:B
FEEDBACK: A DECISION IS MADE WHEN A COURSE OF ACTION HAS BEEN CHOSEN. A DECISION MAY NOT
ALWAYS BE PLEASING TO EVERYONE INVOLVED IN THE SITUATION, AND SUCCESS CAN NEVER BE FULLY
GUARANTEED. THE MANAGER SHOULD SEEK TO FULLY UNDERSTAND THE PROBLEM, BUT THIS IS A
PHASE IN DECISION MAKING, NOT THE RESULT OF THE PROCESS.
PTS: 1 DIF: EASY REF: PAGE: 3 OBJ: 1
NAT: CLIENT NEEDS: SAFE AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: DECISION MAKING, PROBLEM SOLVING, CRITICAL THINKING, AND
CLINICAL REASONING KEY: INTEGRATED PROCESS: NURSING PROCESS BLM: COGNITIVE LEVEL:
UNDERSTAND NOT: MULTIPLE CHOICE
8. THE NURSE-MANAGER IS FACED WITH A DIFFICULT DECISION IN A SITUATION THAT INVOLVES
THE MANAGER’S VALUES. WHAT IS THE MANAGER’S BEST ACTION?
A. TRY TO BASE A DECISION ON INTUITION RATHER THAN VALUES.
B. SET ASIDE HIS OR HER VALUES AND MAKE A RATIONALE DECISION.
C. DEFER THE DECISION TO A COLLEAGUE WITH DIFFERENT VALUES.
D. IDENTIFY AND REFLECT ON HIS OR HER OWN VALUES.
ANS:D
FEEDBACK: EVERY PERSON HAS A VALUE SYSTEM, AND THIS CANNOT BE SIMPLY “SET ASIDE.”
AWARENESS AND REFLECTION ARE NECESSARY TO MAKE GOOD DECISIONS IN THE CONTEXT OF ONE’S
OWN VALUES. INTUITION AND VALUES ARE NOT COUNTERPOINTS, AND PRIORITIZING INTUITION DOES
NOT NEGATE THE IMPORTANCE OF VALUES. VALUES INFLUENCE EVERY DECISION TO VARYING DEGREES,
AND IT IS IMPRACTICAL TO DEFER EVERY VALUE-LADEN DECISION TO SOMEONE ELSE.
PTS: 1 DIF: MODERATE REF: PAGE: 17 OBJ: 8 NAT: CLIENT NEEDS: SAFE
AND EFFECTIVE CARE ENVIRONMENT: MANAGEMENT OF CARE
TOP: CHAPTER NUMBER: 01: TITLE: VALUES KEY: INTEGRATED PROCESS: NURSING PROCESS BLM:
COGNITIVE LEVEL: APPLY NOT: MULTIPLE CHOICE
