CNML & NE-BC study cards
Questions and Answers Updated
2026
WhatCisCtheCpurposeCofCaCjobCdescription?C-
CAnswerACjobCdescriptionCoutlinesCtheCjobCdutiesCtoCaCpotentialCorCnewCemployee,Cexplain
sCtheCboundariesCofCtheCscopeCofCpractice,CandCprovidesCdirectionCforCtheCnewCemployeeC
aboutCwhatCperformanceCmeasuresCwillCbeCassessedCatCevaluationCtime.
WhyCshouldCyouCavoidCstartingCnewCstaffCbeforeCtheyCattendCgeneralCorientation?C-
CAnswerExpeditingCanCemployeeCorientationCisCnotCaCgoodCideaCbecauseCgeneralCorientation
CprovidesCanCopportunityCtoCconnectCtheCemployeeCwithCtheCmission,Cvision,CandCvaluesCof
CtheClargerCorganization.CGeneralCorientationCalsoCprovidesCsafetyCtopicsCandCopportunitiesCt
oCmakeCconnectionsCwhichCcanChelpCthemCinCtheCfuture.
WhatCisCtheCbestCwayCtoCgiveCfeedbackCtoCanCemployeeCwhoCtendsCtoCbeCdefensiveCandC
confrontational?C-
CAnswerWhenCgivingCfeedbackCtoCanCemployeeCwhoCtendsCtoCbeCdefensiveCandCconfrontati
onalCitCisCbestCtoCreviewCtheCemployeeCperformanceCguidelines,ChaveCtheCmeetingCinCaCsaf
eClocation,CperhapsCincludeCaCwitness,CandCfocusCspecificallyConCtheCemployee'sCperformanc
eCissues.
WhatCareCtheCchallengesCofCcommunicationCinCtheCworkplace?C-
CAnswerTheCchallengesCofCworkplaceCcommunicationCareCthatCpeopleCtendCtoClookCforCdiffe
rencesCratherCthanCsimilarities.CPeopleCtendCtoCjudgeCothersCbasedConCwhatCtheyCassumeCi
sCtheirCintent,CandCpeopleCtendCtoCavoidCengagingCinCpotentiallyCtenseCinteractions.
WhyCisCcommunicationCinCtheCworkplaceCsoCimportant?C-
CAnswerGoodCcommunicationCisCimportantCbecauseC80%CofCpatientCerrorsCareCrelatedCtoCc
ommunicationCbreakdownsC(InstituteCofCMedicine,C2004).CPeopleCoftenCknowCthereCisCaCpro
blemCbutCdoCnotCknowChowCtoCcommunicateCitCtoCothersCwhoCcanCresolveCtheCsituation.
WhatCisCdisruptiveCinnovation?C-
CAnswerDisruptiveCinnovationC(Christensen,CBohmer,C&CKenagy,C2000)CisCanyCactionCthatCdis
ruptsCanCexistingCwayCofCdoingCsomething.CTheCtermCcanCbeCusedCtoCdescribeCaCproblemC
butCdoCnotCknowChowCtoCcommunicateCitCtoCothersCwhoCcanCresolveCtheCsituation.
,WhyCisCitCimportantChowCaCcandidateCdressesCforCanCinterview?C-
CAnswerFirstCimpressionsCinfluenceCtheCinterviewerCwhenCconductingCanCinterview.CUnprofes
sionalCandCinappropriateCattireCmayCbeCanCindicationCofCpoorCjudgementCbyCtheCcandidateC
however;CthereCmayCbeCaCreason,CwhichCyouCwillCnotCknowCunlessCyouCaskCtheCcandidate.
CYouCshouldCtryCnotCtoCbeCdistractedCbyCtheCnursesCattireCanCfocusConCherCresume,Cexper
ience,Cskills,CandCanswers.CAskCtheCcandidateCbehavioralCinterviewingCquestionsCincludingCho
wCsheCdressesCforCdifferentCsettings.
HowCimportantCareCtheCwordsCinCcommunication.C-
CAnswerMehrabianC(1981)CsuggestedCthatCinCvolatileCsituationsCpeopleConlyChearC7%CofCthe
CwordsCthatCareCbeingCsaid.CTheCotherC55%CofCcommunicationCisCbodyClanguageCandC38%
CtheCtone.
WhyCisCface-to-faceCcommunicationCimportantCtoCcertainCtypesCofCcommunication?C-
CAnswerStudiesChaveCshownCthatCbodyClanguageC(55%)CandCtoneC(38%)ChaveCaChugeCimpa
ctConCcommunicationCinCvolatileCsituationsC(Mehrabian,C1981).CBasedConCthatCdata,CasCaCle
aderCyouCshouldCconsiderCthatCyourCtoneCandCbodyClanguageCmightChaveCaCgreatCimpactC
onCyourCemployeesCthanCwhatCyouCactuallyCsay,Cword-wise.
WhyCareCrumorsCandCgossipCdangerous?C-
CAnswerRumorsCandCgossipCareCdangerousCinCorganizationsCbecauseCofCtheirCeffectConCtea
mworkCandCmorale.CGossipCisCgenerallyCassumedCtoChaveCsomeCpieceCofCfactualCbasis,Chow
everCinCorderCtoCbeCbelievedCtheCpartiesCmustCsuspendCdisbeliefCandCrecognitionCofCanyCc
ontradictoryCinformationCthatCexistsCinCorderCtoCperpetuateCtheCstory.CRumorsCandCgossipCc
anCbeCharmfulCwhenCtheyCtranslateCintoCinaccurateCinformationCandCinnuendo,CwhichCcanCl
owerCtrust,Cmorale,CundermineCproductivity,CdiscourageCsupportCforCinstitutionalCinitiatives,Ca
ndCblockCgoodCnews.
WhyCdoCpeopleCengageCinCspreadingCrumorsCandCgossip?C-
CAnswerRumorsCtendCtoCincreaseCwhenCmembersCofCaCgroupChaveClimitedCcontrolCoverCev
ents,CwhereCthereCisCaCpoorCorganizationalCclimate,CmistrustCofCformalCcommunication,Clines
,CuncertaintyCaboutCchange,CandChighClevelsCofCcompetitionC(MichelsonC&CMouly,C2002).CRu
morsChelpCtheCparticipantsCtoCreduceCchaosCandCuncertaintyCinCtheirCownCmindCbyCdefinin
gCandCexplainingCtheCsituation.CRumorCspreadingCmayCactuallyCbeCaCmanifestationCofCdeepe
rCfeelingsCofCguilt,Cambivalence,CandCtheCdesireCforCdominanceCandCpowerCoverCothersCthr
oughCtheCcontrolCofCvaluableCinformation.
WhatCareCtheCbestCwaysCtoCreduceCrumorsCandCgossip?C-
CAnswerTheCbestCwaysCtoCreduceCrumorsCandCgossipCisCtoChaveCaCstaffCmeetingCwithCallCt
, heCstaff,CdiscussCtheCissue,CthenCdevelopCaCtaskCforceCtoCcomeCupCwithCsomeCsolutionsCin
cludingCaCno-
toleranceCpolicyCforCspreadingCrumorsCandCgossip.CTheCleaderCshouldCrecognizeCtheCharmful
CeffectsCofCrumorsCandCgossip;CthatCisCprobablyCisCaCviolationCofCtheCorganization'sCrulesCo
fCemployeeCconduct,CwhichCmayCneedCtoCbeCaddressedCwithCdisciplinaryCactionCdependingC
onCtheCseverityCofCtheCinfraction.
HowCdoChighlyCeffectiveCpeopleCcommunicate?C-
CAnswerHighlyCeffectiveCpeopleC(Covey,C1990)CseekCfirstCtoCunderstandCtheCotherCperson,Cb
eforeCtheyCtryCtoCexplainCtheirCpositionConCtheCissue.
WhatsCisCtheCbestCwayCtoCaddressCemployeeCdisputes,CasCaCmanager?C-
CAnswerTheCbestCapproachCtoCemployeeCdisputesCisCtoClistenCtoCbothCsidesCofCtheCstory,C
askCtheCemployeesCtoCthinkCofCanCacceptableCsolutionCwhereCtheyCbothCcouldCwinC(Covey,
C1990).CThenCaskCthemCforCsuggestedCcreativeCsolutionsCwhereCtheyCbothCcouldCbeCsatisfie
dCwithCtheCoutcome.
WhatCareCtheCdynamicsCthatCimpactConCphysician-nurseCrelationships?C-CAnswerPhysician-
nurseCrelationshipsCareCimpactedCbyCaCvarietyCofCfactorsCincluding:CGenderCdifferences,Cpatt
ernsCinCtheCorganizationalCcultureCofChowCpeopleCrelateCtooCeachCother,CandCperceptionsCo
fChierarchyCsuchCasCphysiciansCshouldCbeCinCcharge.
WhatCareCwaysCofCincreasingCdialogueCinCcrucialCcommunicationCsituations?C-
CAnswerCrucialCConversationsCisCaCmodelCforCcommunicationCbasedCuponCtheCconceptCofCin
creasingCdialogueConCaCteamC(Patterson,CetCal,C2002)CDialogueCisCincreasedCbyCcreatingCaCs
afeCenvironmentCforCcommunication;CworkingCtowardCmutualCpurposeCandCrespect;CandCincr
easingCtheCpoolCofCsharedCmeaningCaboutCtheCsituation.
WhatCisCtheCpurposeCofCroundingCforCoutcomes?C-
CAnswerRoundingCforCoutcomesCinvolvesChavingCstaffCgoCinCtheCpatientCroomCatCregularCint
ervalsCandCaskingCspecificCquestions.CItChelpsCtoCprovideCaCsafeCenvironmentCforCpatientsCa
ndCfamiliesCbyCallowingCthemCtoCprovideCfeedbackConCtheirCcareCexperience.
WhatCisCSBAR?C-CAnswerSBARCisCsCcommunicationsCtoolCprimarilyCusedCtoCimproveCnurse-
physicianCcommunication.CTheCinitialsCstandCfor:C
Situation:CWhoCelseCisCinvolved?CWhat'sCgoingCon?
Background:CBrieflyCexplainCeverythingCleadingCupCtoCtheCsituation.C
Questions and Answers Updated
2026
WhatCisCtheCpurposeCofCaCjobCdescription?C-
CAnswerACjobCdescriptionCoutlinesCtheCjobCdutiesCtoCaCpotentialCorCnewCemployee,Cexplain
sCtheCboundariesCofCtheCscopeCofCpractice,CandCprovidesCdirectionCforCtheCnewCemployeeC
aboutCwhatCperformanceCmeasuresCwillCbeCassessedCatCevaluationCtime.
WhyCshouldCyouCavoidCstartingCnewCstaffCbeforeCtheyCattendCgeneralCorientation?C-
CAnswerExpeditingCanCemployeeCorientationCisCnotCaCgoodCideaCbecauseCgeneralCorientation
CprovidesCanCopportunityCtoCconnectCtheCemployeeCwithCtheCmission,Cvision,CandCvaluesCof
CtheClargerCorganization.CGeneralCorientationCalsoCprovidesCsafetyCtopicsCandCopportunitiesCt
oCmakeCconnectionsCwhichCcanChelpCthemCinCtheCfuture.
WhatCisCtheCbestCwayCtoCgiveCfeedbackCtoCanCemployeeCwhoCtendsCtoCbeCdefensiveCandC
confrontational?C-
CAnswerWhenCgivingCfeedbackCtoCanCemployeeCwhoCtendsCtoCbeCdefensiveCandCconfrontati
onalCitCisCbestCtoCreviewCtheCemployeeCperformanceCguidelines,ChaveCtheCmeetingCinCaCsaf
eClocation,CperhapsCincludeCaCwitness,CandCfocusCspecificallyConCtheCemployee'sCperformanc
eCissues.
WhatCareCtheCchallengesCofCcommunicationCinCtheCworkplace?C-
CAnswerTheCchallengesCofCworkplaceCcommunicationCareCthatCpeopleCtendCtoClookCforCdiffe
rencesCratherCthanCsimilarities.CPeopleCtendCtoCjudgeCothersCbasedConCwhatCtheyCassumeCi
sCtheirCintent,CandCpeopleCtendCtoCavoidCengagingCinCpotentiallyCtenseCinteractions.
WhyCisCcommunicationCinCtheCworkplaceCsoCimportant?C-
CAnswerGoodCcommunicationCisCimportantCbecauseC80%CofCpatientCerrorsCareCrelatedCtoCc
ommunicationCbreakdownsC(InstituteCofCMedicine,C2004).CPeopleCoftenCknowCthereCisCaCpro
blemCbutCdoCnotCknowChowCtoCcommunicateCitCtoCothersCwhoCcanCresolveCtheCsituation.
WhatCisCdisruptiveCinnovation?C-
CAnswerDisruptiveCinnovationC(Christensen,CBohmer,C&CKenagy,C2000)CisCanyCactionCthatCdis
ruptsCanCexistingCwayCofCdoingCsomething.CTheCtermCcanCbeCusedCtoCdescribeCaCproblemC
butCdoCnotCknowChowCtoCcommunicateCitCtoCothersCwhoCcanCresolveCtheCsituation.
,WhyCisCitCimportantChowCaCcandidateCdressesCforCanCinterview?C-
CAnswerFirstCimpressionsCinfluenceCtheCinterviewerCwhenCconductingCanCinterview.CUnprofes
sionalCandCinappropriateCattireCmayCbeCanCindicationCofCpoorCjudgementCbyCtheCcandidateC
however;CthereCmayCbeCaCreason,CwhichCyouCwillCnotCknowCunlessCyouCaskCtheCcandidate.
CYouCshouldCtryCnotCtoCbeCdistractedCbyCtheCnursesCattireCanCfocusConCherCresume,Cexper
ience,Cskills,CandCanswers.CAskCtheCcandidateCbehavioralCinterviewingCquestionsCincludingCho
wCsheCdressesCforCdifferentCsettings.
HowCimportantCareCtheCwordsCinCcommunication.C-
CAnswerMehrabianC(1981)CsuggestedCthatCinCvolatileCsituationsCpeopleConlyChearC7%CofCthe
CwordsCthatCareCbeingCsaid.CTheCotherC55%CofCcommunicationCisCbodyClanguageCandC38%
CtheCtone.
WhyCisCface-to-faceCcommunicationCimportantCtoCcertainCtypesCofCcommunication?C-
CAnswerStudiesChaveCshownCthatCbodyClanguageC(55%)CandCtoneC(38%)ChaveCaChugeCimpa
ctConCcommunicationCinCvolatileCsituationsC(Mehrabian,C1981).CBasedConCthatCdata,CasCaCle
aderCyouCshouldCconsiderCthatCyourCtoneCandCbodyClanguageCmightChaveCaCgreatCimpactC
onCyourCemployeesCthanCwhatCyouCactuallyCsay,Cword-wise.
WhyCareCrumorsCandCgossipCdangerous?C-
CAnswerRumorsCandCgossipCareCdangerousCinCorganizationsCbecauseCofCtheirCeffectConCtea
mworkCandCmorale.CGossipCisCgenerallyCassumedCtoChaveCsomeCpieceCofCfactualCbasis,Chow
everCinCorderCtoCbeCbelievedCtheCpartiesCmustCsuspendCdisbeliefCandCrecognitionCofCanyCc
ontradictoryCinformationCthatCexistsCinCorderCtoCperpetuateCtheCstory.CRumorsCandCgossipCc
anCbeCharmfulCwhenCtheyCtranslateCintoCinaccurateCinformationCandCinnuendo,CwhichCcanCl
owerCtrust,Cmorale,CundermineCproductivity,CdiscourageCsupportCforCinstitutionalCinitiatives,Ca
ndCblockCgoodCnews.
WhyCdoCpeopleCengageCinCspreadingCrumorsCandCgossip?C-
CAnswerRumorsCtendCtoCincreaseCwhenCmembersCofCaCgroupChaveClimitedCcontrolCoverCev
ents,CwhereCthereCisCaCpoorCorganizationalCclimate,CmistrustCofCformalCcommunication,Clines
,CuncertaintyCaboutCchange,CandChighClevelsCofCcompetitionC(MichelsonC&CMouly,C2002).CRu
morsChelpCtheCparticipantsCtoCreduceCchaosCandCuncertaintyCinCtheirCownCmindCbyCdefinin
gCandCexplainingCtheCsituation.CRumorCspreadingCmayCactuallyCbeCaCmanifestationCofCdeepe
rCfeelingsCofCguilt,Cambivalence,CandCtheCdesireCforCdominanceCandCpowerCoverCothersCthr
oughCtheCcontrolCofCvaluableCinformation.
WhatCareCtheCbestCwaysCtoCreduceCrumorsCandCgossip?C-
CAnswerTheCbestCwaysCtoCreduceCrumorsCandCgossipCisCtoChaveCaCstaffCmeetingCwithCallCt
, heCstaff,CdiscussCtheCissue,CthenCdevelopCaCtaskCforceCtoCcomeCupCwithCsomeCsolutionsCin
cludingCaCno-
toleranceCpolicyCforCspreadingCrumorsCandCgossip.CTheCleaderCshouldCrecognizeCtheCharmful
CeffectsCofCrumorsCandCgossip;CthatCisCprobablyCisCaCviolationCofCtheCorganization'sCrulesCo
fCemployeeCconduct,CwhichCmayCneedCtoCbeCaddressedCwithCdisciplinaryCactionCdependingC
onCtheCseverityCofCtheCinfraction.
HowCdoChighlyCeffectiveCpeopleCcommunicate?C-
CAnswerHighlyCeffectiveCpeopleC(Covey,C1990)CseekCfirstCtoCunderstandCtheCotherCperson,Cb
eforeCtheyCtryCtoCexplainCtheirCpositionConCtheCissue.
WhatsCisCtheCbestCwayCtoCaddressCemployeeCdisputes,CasCaCmanager?C-
CAnswerTheCbestCapproachCtoCemployeeCdisputesCisCtoClistenCtoCbothCsidesCofCtheCstory,C
askCtheCemployeesCtoCthinkCofCanCacceptableCsolutionCwhereCtheyCbothCcouldCwinC(Covey,
C1990).CThenCaskCthemCforCsuggestedCcreativeCsolutionsCwhereCtheyCbothCcouldCbeCsatisfie
dCwithCtheCoutcome.
WhatCareCtheCdynamicsCthatCimpactConCphysician-nurseCrelationships?C-CAnswerPhysician-
nurseCrelationshipsCareCimpactedCbyCaCvarietyCofCfactorsCincluding:CGenderCdifferences,Cpatt
ernsCinCtheCorganizationalCcultureCofChowCpeopleCrelateCtooCeachCother,CandCperceptionsCo
fChierarchyCsuchCasCphysiciansCshouldCbeCinCcharge.
WhatCareCwaysCofCincreasingCdialogueCinCcrucialCcommunicationCsituations?C-
CAnswerCrucialCConversationsCisCaCmodelCforCcommunicationCbasedCuponCtheCconceptCofCin
creasingCdialogueConCaCteamC(Patterson,CetCal,C2002)CDialogueCisCincreasedCbyCcreatingCaCs
afeCenvironmentCforCcommunication;CworkingCtowardCmutualCpurposeCandCrespect;CandCincr
easingCtheCpoolCofCsharedCmeaningCaboutCtheCsituation.
WhatCisCtheCpurposeCofCroundingCforCoutcomes?C-
CAnswerRoundingCforCoutcomesCinvolvesChavingCstaffCgoCinCtheCpatientCroomCatCregularCint
ervalsCandCaskingCspecificCquestions.CItChelpsCtoCprovideCaCsafeCenvironmentCforCpatientsCa
ndCfamiliesCbyCallowingCthemCtoCprovideCfeedbackConCtheirCcareCexperience.
WhatCisCSBAR?C-CAnswerSBARCisCsCcommunicationsCtoolCprimarilyCusedCtoCimproveCnurse-
physicianCcommunication.CTheCinitialsCstandCfor:C
Situation:CWhoCelseCisCinvolved?CWhat'sCgoingCon?
Background:CBrieflyCexplainCeverythingCleadingCupCtoCtheCsituation.C
