TEST lJ M O K E D J M O K E D BANK
LEADING AND MANAGING l l
IN NURSING,
lJ M O K E D lJ M O K E D
7TH lJ M O K E D EDITION
By Patricia S. Yoder-Wise
l l l
TESTBANK
,Yoder-Wise:JMOKEDLeadingJMOKEDandJMOKEDManaginglinJMOKEDNursing,JMOKED7thJMOKEDEditionlTestlBank
Contents
ChapterJ M O K E D 1.J M O K E D J M O K E D Leading,JMOKED Managing,J M O K E D andJ M O K E D FollowingJ M O K E D inlComplexlJMOKEDHealt
hJ M O K E D Systems
ChapterJMOKED2.J M O K E D ClinicalJMOKEDSafety:JMOKEDTheJMOKEDCoreJMOKED ofJMOKEDLeading,JMOKEDManaging,JMOKEDan
dJMOKED Following
ChapterJMOKED3.J M O K E D LegalandJMOKEDEthicalJMOKEDIssues-
ChapterJMOKED4.J M O K E D CulturalJMOKEDDiversityJMOKEDandJMOKEDInclusionJMOKEDinJMOKEDHealthJMOKEDCare
ChapterJMOKED5.J M O K E D GaininglPersonalJMOKED Insight:JMOKEDTheJMOKEDBeginningofJMOKEDBeinglaJMOKEDLeader
ChapterJMOKED6.J M O K E D BeingJMOKEDanJMOKEDEffectiveJMOKEDFollower
ChapterJMOKED7.JMOKED Self-Management
ChapterJMOKED8.J M O K E D CommunicationJMOKEDandJMOKEDConflict
ChapterJMOKED9.J M O K E D Power,JMOKEDPolitics,JMOKEDandJMOKEDInfluence
Chapter10.HealthcareJ M O K E D Organizations
ChapterJMOKED11.JMOKEDOrganizationalJMOKEDStructures
ChapterlJMOKED12.JMOKEDCareJMOKED DeliveryJMOKEDStrategies
ChapterJMOKED13.JMOKEDStaffingJMOKEDandJMOKEDScheduling
ChapterJMOKED14.JMOKEDWorkforceJMOKEDEngagementJMOKEDthroughJMOKEDCollectiveJMOKEDActionandJMOKEDGovernanc
e
ChapterJMOKED15.JMOKEDMakingJMOKED DecisionsJMOKEDandJMOKEDSolvingJMOKEDProblems
ChapterJMOKED16.JMOKEDTheJMOKEDImpactlofJMOKEDTechnology
ChapterJMOKED17.JMOKEDDelegating:JMOKEDAuthority,JMOKEDAccountability,JMOKEDResponsibilityinlDelegationJMOK
EDDecisions
ChapterJMOKED18.JMOKEDLeadingJMOKEDChange
ChapterJMOKED19.JMOKEDBuildingJMOKEDEffectiveJMOKEDTeams
ChapterJMOKED20.JMOKEDManagingJMOKEDCostsJMOKEDandJMOKED Budgets
ChapterJMOKED21.JMOKEDSelecting,JMOKED Developing,JMOKEDandJMOKEDEvaluatingJ M O K E D Staff
ChapterlJMOKED22.JMOKEDPerson-CenteredJMOKEDCare
ChapterJMOKED23.JMOKED ManagingJ M O K E D QualityJMOKED andJ MO K E D Risk
ChapterlJMOKED24.JMOKEDTranslatingJMOKEDResearchJMOKEDintoJMOKEDPractice
ChapterJMOKED25.JMOKEDManagingJMOKEDPersonal/PersonnelJMOKEDProblems
ChapterJMOKED26.JMOKEDRoleJMOKEDTransition
ChapterJMOKED27.JMOKED ManagingJMOKED YourJMOKEDCareer
ChapterJMOKED28.JMOKEDDevelopingJMOKEDthelRoleofJMOKEDLeader
ChapterJMOKED29.JMOKEDDevelopingJMOKEDthelRoleofJMOKEDManager
ChapterlJMOKED30.JMOKEDThelJMOKEDStrategicJMOKEDPlanninglJMOKEDProcess
ChapterJMOKED31.JMOKEDThrivingforJMOKEDtheJMOKEDFuture
, LeadingandlManaginglinJMOKEDNursingJMOKED7thlEditionJMOKEDYoder-
WiseJMOKEDTestJMOKEDBank
Chapter01:Leading,Managing, andFollowing
l
Yoder-Wise:LeadingandManaginginNursing, JMOK ED 7thEdition
MULTIPLECHOICE
1. AnurselmanagerofaJMOKED20-
bedmedicalunitfindsthatJMOKED80%JMOKEDofthepatientsarelolderadults.JMOKEDSheisaskedtolassessandl
adapttheJMOKEDunittobettermeettheluniquelneedsoftheolderadultpatient.JMOKEDUsingcomplexitypri
nciples,JMOKEDwhatwJMOKEDouldbelthebestapproachtoltakeforimplementationofthischange?
a. LeveragethehierarchicalJMOKEDmanagementpositiontolgetunitstaffinvolvedina
ssJMOKEDessmentandplanning.
b. EngagelinvolvedlstaffJMOKEDatJMOKEDallJMOKEDlevelsinthedecision-makingprocess.
c. FocustheassessmentlontheunitlandomitlthehospitalandcommunityenvJMOKE
Dironment.
d. HireageriatriclspecialistJMOKEDtoJMOKEDoverseeandlcontroltheproject.
ANS:JMOKEDB
ComplexitytheorysuggeststhatlsystemsinteractJMOKEDandadaptandthatldecisionmakingoccursthr
oJMOKEDughoutthesystems,JMOKEDasJMOKEDopposedltobeingheldinlahierarchy.JMOKEDInJMOKEDcomplexityth
eory,JMOKEDeveryvoiceJMOKEDcoJMOKEDunts,JMOKEDandtherefore,JMOKEDallJMOKEDlevelsJMOKEDofstaffwouldbeinvol
vedindecisionlmaking.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
2. Aunitmanagerofa25-
bedmedical/surgicalareareceivesaphonecallfromanurselwhohascalledinsickfivetimesinthJ M O K
E D J M O K E D J M O K E D epastlmonth.JMOKEDHeJMOKEDtellslthelmanagerthatlheverymuchwantsltocomeltol
worklwhenscheduledbutJMOKEDmustJMOKEDoftencareforhiswife,JMOKEDwholisundergoingtreatmentJMOKEDf
orbreastcancer.JMOKEDAccordingtolMaslowJMOKED’sJMOKEDneedhierarchytheory,JMOKEDwhatlwouldbethebe
stlapproachtolsatisfyingtheneedsofthisnurse,JMOKEDotJ M O K E D herstaff,JMOKEDandpatients?
a. LinelupagencynurseswhoJMOKEDcanJMOKEDbelcalledJMOKEDintoworkJMOKEDonJMOKEDshortnotice.
b. Placelthenurselonunpaidleavelforthelremainderofhiswife’sJ M O K E D J M O K E D treatment.
c. Sympathizewithlthelnurse’sJMOKEDdilemmalandletthechargelnurselknowthatthisnursemay
JMOKEDbecallinginfrequentlyinlthelfuture.
d. Workwiththenurse,JMOKEDstaffingoffice,JMOKEDandothernursestoarrangehisschedule
ddayJ M O K E D sJMOKEDoffaroundlhisJMOKEDwife’sJMOKEDtreatments.
ANS:JMOKEDD
Placinglthelnurselonlunpaidleavemaythreatenlthelnurse’sJMOKEDcapacitytomeetphysiologiclneedsandJMOKED
demotivatethenurse.JMOKEDUnsatisfactorycoverageoflshiftsonlshortnoticecouldJMOKEDaffectJ M O K E D patientJ
MOKEDcareJMOKEDanJMOKEDdthreatenthelneedsofstafftofeelcompetent.JMOKEDArrangingJMOKEDtheschedulearoundthe
wife’sJMOKEDneedsmeeJ M O K E D tslthelneedsJMOKEDofthestaffandoflpatientsJMOKEDwhilelsatisfyingJMOKEDthelnurse’
slneedlforJMOKEDaffiliation.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
3. Agrievancebroughtlbyastaffnurseagainstlthelunitlmanagerrequiresmediation.JMOKEDAtJMOKEDthefirstme
diJ M O K E D ationlsession,ltheJMOKEDstaffnurserepeatedlycallsthelunitmanager’sJMOKEDactionsunfair,JMOKEDa
ndtheunitmanaJMOKEDgercontinuestolreiteratethereasonsfortheactions.JMOKEDWhatwouldbethebestco
urseofactionJMOKEDatJMOKEDthisJ M O K E D time?
a. SendltheltwodisputantsJMOKEDawaytoreachtheirownlresolution.
b. Involveanotherstaffnurseinthediscussionforclarityissues.
, LeadingandlManaginglinJMOKEDNursingJMOKED7thlEditionJMOKEDYoder-
WiseJMOKEDTestJMOKEDBank
c. AskJMOKEDeachJMOKEDpartytolexamineltheirownmotivesandissuesinthelconflict.
d. ContinueltolistenJMOKEDasJMOKEDthepartiesrepeattheirthoughtsandfeelingsaboutthelc
onJMOKEDflict.
ANS:JMOKEDC
Forresolutionlofconflict,JMOKEDoneshouldaddressltheinterestslandinvolvementofparticipantsinlthecJ M O K E
D onflictbyexamininglthelrealissuesofallparties.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
4. AtJMOKEDasecondnegotiationsession,JMOKEDthelunitmanagerandstaffnurseareunabletoreachares
olJ ution.JMOKEDWhatlistheappropriatenextstep?
M O K E D
a. ArrangeanothermeetingJMOKEDinlaJMOKEDweek’sJMOKEDtimesoJMOKEDasJMOKEDtoallowalcooling-offlperiod.
b. ElevatelthenextJMOKEDnegationsessiontolthenextmanager,JMOKEDonellevelJMOKED above.
c. InsistthatparticipantsJ M O K E D continueltotalkuntilaresolutionhasbeenreached.
d. Backtheunitmanager’sJ M O K E D actionsandlendthedispute.
ANS:JMOKEDB
PartofleadershiplisunderstandingconflictresolutionandlabilitytolnegotiateandmanageforresolJ M O K E D
J M O K E D utionoflissuesandconcerns.JMOKEDThissituationhasfailedalsecondnegotiationsession,JMOKEDelevati
ontoaJ M O K E D managerwithadditionaltrainingtofacilitateconflictresolutionislimportantJMOKEDatJMOKEDthisJM
OKEDpoint.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
5. ThemanagerofasurgicalJMOKEDarealhasalvisionlfortheJMOKEDfuturethatlrequiresJMOKEDtheladditionJMOK
oflRNassistaJMOKEDntslorunlicensedpersonstofeed,JMOKEDbathe,JMOKEDandambulatelpatients.JMOKEDT
ED
heJMOKEDRNslonthelstaffhavealwayJMOKEDspracticedinaprimarynursingdeliverysystemJMOKEDandar
everyresistanttothislidea.JMOKEDWhatJMOKEDwouldbJMOKEDeltheJMOKEDbestlinitialJMOKEDstrategyJMOKEDforJMOKEDimp
lementationlofthischange?
a. ExploringlthelvaluesandfeelingsofthelRNgroupinlrelationshipltothischange
b. LeavingthelRNsalonelforatimesotheycanJMOKEDthinkaboutthelchangebeforelitisimp
lJMOKEDemented
c. DroppinglthelidealandtryingforthechangeinalyearorsolwhensomelofthepreseJ M
O K E D J M O K E D ntJMOKEDRNshaveretired
d. HiringthelassistantsandallowingtheJ M O K E D RNsltoseewhatgoodadditionstheyare
ANS:JMOKEDA
InfluencingothersrequiresemotionalintelligencelindomainssuchJMOKEDasJMOKEDempathy,JMOKEDhandling
relationJMOKEDships,JMOKEDdeepeningself-
awarenessinlselfandothers,JMOKEDmotivatingothers,JMOKEDandmanagingemotions.JMOKEDMotivatinglothersrec
ogJMOKEDnizesthatvalueslarelpowerfulforcesthatinfluencelacceptancelofchange.JMOKEDLeavinglthelRNsalon
efJMOKEDoraperiodoftimelbeforeimplementationdoesnotprovideopportunitytoexploreldifferentperspeJ
M O K E D J M O K E D ctivesandvalues.JMOKEDAvoiding JMOKEDdiscussionluntilJMOKEDtheteamlchangeslmaynotlp
romoteadoptionofltheJMOKEDchJMOKEDangeuntillthereisopportunitytolexploreperspectiveslandvaluesrelated
tothechange.JMOKEDHiringoftJ M O K E D heassistantsldemonstrateslackofempathyfortheperspectivesofthel
RNstaff.
TOP:J M O K E D AONEJMOKEDcompetency:JMOKEDKnowledgelofJMOKEDtheJMOKEDHealthCarelEnvironment
LEADING AND MANAGING l l
IN NURSING,
lJ M O K E D lJ M O K E D
7TH lJ M O K E D EDITION
By Patricia S. Yoder-Wise
l l l
TESTBANK
,Yoder-Wise:JMOKEDLeadingJMOKEDandJMOKEDManaginglinJMOKEDNursing,JMOKED7thJMOKEDEditionlTestlBank
Contents
ChapterJ M O K E D 1.J M O K E D J M O K E D Leading,JMOKED Managing,J M O K E D andJ M O K E D FollowingJ M O K E D inlComplexlJMOKEDHealt
hJ M O K E D Systems
ChapterJMOKED2.J M O K E D ClinicalJMOKEDSafety:JMOKEDTheJMOKEDCoreJMOKED ofJMOKEDLeading,JMOKEDManaging,JMOKEDan
dJMOKED Following
ChapterJMOKED3.J M O K E D LegalandJMOKEDEthicalJMOKEDIssues-
ChapterJMOKED4.J M O K E D CulturalJMOKEDDiversityJMOKEDandJMOKEDInclusionJMOKEDinJMOKEDHealthJMOKEDCare
ChapterJMOKED5.J M O K E D GaininglPersonalJMOKED Insight:JMOKEDTheJMOKEDBeginningofJMOKEDBeinglaJMOKEDLeader
ChapterJMOKED6.J M O K E D BeingJMOKEDanJMOKEDEffectiveJMOKEDFollower
ChapterJMOKED7.JMOKED Self-Management
ChapterJMOKED8.J M O K E D CommunicationJMOKEDandJMOKEDConflict
ChapterJMOKED9.J M O K E D Power,JMOKEDPolitics,JMOKEDandJMOKEDInfluence
Chapter10.HealthcareJ M O K E D Organizations
ChapterJMOKED11.JMOKEDOrganizationalJMOKEDStructures
ChapterlJMOKED12.JMOKEDCareJMOKED DeliveryJMOKEDStrategies
ChapterJMOKED13.JMOKEDStaffingJMOKEDandJMOKEDScheduling
ChapterJMOKED14.JMOKEDWorkforceJMOKEDEngagementJMOKEDthroughJMOKEDCollectiveJMOKEDActionandJMOKEDGovernanc
e
ChapterJMOKED15.JMOKEDMakingJMOKED DecisionsJMOKEDandJMOKEDSolvingJMOKEDProblems
ChapterJMOKED16.JMOKEDTheJMOKEDImpactlofJMOKEDTechnology
ChapterJMOKED17.JMOKEDDelegating:JMOKEDAuthority,JMOKEDAccountability,JMOKEDResponsibilityinlDelegationJMOK
EDDecisions
ChapterJMOKED18.JMOKEDLeadingJMOKEDChange
ChapterJMOKED19.JMOKEDBuildingJMOKEDEffectiveJMOKEDTeams
ChapterJMOKED20.JMOKEDManagingJMOKEDCostsJMOKEDandJMOKED Budgets
ChapterJMOKED21.JMOKEDSelecting,JMOKED Developing,JMOKEDandJMOKEDEvaluatingJ M O K E D Staff
ChapterlJMOKED22.JMOKEDPerson-CenteredJMOKEDCare
ChapterJMOKED23.JMOKED ManagingJ M O K E D QualityJMOKED andJ MO K E D Risk
ChapterlJMOKED24.JMOKEDTranslatingJMOKEDResearchJMOKEDintoJMOKEDPractice
ChapterJMOKED25.JMOKEDManagingJMOKEDPersonal/PersonnelJMOKEDProblems
ChapterJMOKED26.JMOKEDRoleJMOKEDTransition
ChapterJMOKED27.JMOKED ManagingJMOKED YourJMOKEDCareer
ChapterJMOKED28.JMOKEDDevelopingJMOKEDthelRoleofJMOKEDLeader
ChapterJMOKED29.JMOKEDDevelopingJMOKEDthelRoleofJMOKEDManager
ChapterlJMOKED30.JMOKEDThelJMOKEDStrategicJMOKEDPlanninglJMOKEDProcess
ChapterJMOKED31.JMOKEDThrivingforJMOKEDtheJMOKEDFuture
, LeadingandlManaginglinJMOKEDNursingJMOKED7thlEditionJMOKEDYoder-
WiseJMOKEDTestJMOKEDBank
Chapter01:Leading,Managing, andFollowing
l
Yoder-Wise:LeadingandManaginginNursing, JMOK ED 7thEdition
MULTIPLECHOICE
1. AnurselmanagerofaJMOKED20-
bedmedicalunitfindsthatJMOKED80%JMOKEDofthepatientsarelolderadults.JMOKEDSheisaskedtolassessandl
adapttheJMOKEDunittobettermeettheluniquelneedsoftheolderadultpatient.JMOKEDUsingcomplexitypri
nciples,JMOKEDwhatwJMOKEDouldbelthebestapproachtoltakeforimplementationofthischange?
a. LeveragethehierarchicalJMOKEDmanagementpositiontolgetunitstaffinvolvedina
ssJMOKEDessmentandplanning.
b. EngagelinvolvedlstaffJMOKEDatJMOKEDallJMOKEDlevelsinthedecision-makingprocess.
c. FocustheassessmentlontheunitlandomitlthehospitalandcommunityenvJMOKE
Dironment.
d. HireageriatriclspecialistJMOKEDtoJMOKEDoverseeandlcontroltheproject.
ANS:JMOKEDB
ComplexitytheorysuggeststhatlsystemsinteractJMOKEDandadaptandthatldecisionmakingoccursthr
oJMOKEDughoutthesystems,JMOKEDasJMOKEDopposedltobeingheldinlahierarchy.JMOKEDInJMOKEDcomplexityth
eory,JMOKEDeveryvoiceJMOKEDcoJMOKEDunts,JMOKEDandtherefore,JMOKEDallJMOKEDlevelsJMOKEDofstaffwouldbeinvol
vedindecisionlmaking.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
2. Aunitmanagerofa25-
bedmedical/surgicalareareceivesaphonecallfromanurselwhohascalledinsickfivetimesinthJ M O K
E D J M O K E D J M O K E D epastlmonth.JMOKEDHeJMOKEDtellslthelmanagerthatlheverymuchwantsltocomeltol
worklwhenscheduledbutJMOKEDmustJMOKEDoftencareforhiswife,JMOKEDwholisundergoingtreatmentJMOKEDf
orbreastcancer.JMOKEDAccordingtolMaslowJMOKED’sJMOKEDneedhierarchytheory,JMOKEDwhatlwouldbethebe
stlapproachtolsatisfyingtheneedsofthisnurse,JMOKEDotJ M O K E D herstaff,JMOKEDandpatients?
a. LinelupagencynurseswhoJMOKEDcanJMOKEDbelcalledJMOKEDintoworkJMOKEDonJMOKEDshortnotice.
b. Placelthenurselonunpaidleavelforthelremainderofhiswife’sJ M O K E D J M O K E D treatment.
c. Sympathizewithlthelnurse’sJMOKEDdilemmalandletthechargelnurselknowthatthisnursemay
JMOKEDbecallinginfrequentlyinlthelfuture.
d. Workwiththenurse,JMOKEDstaffingoffice,JMOKEDandothernursestoarrangehisschedule
ddayJ M O K E D sJMOKEDoffaroundlhisJMOKEDwife’sJMOKEDtreatments.
ANS:JMOKEDD
Placinglthelnurselonlunpaidleavemaythreatenlthelnurse’sJMOKEDcapacitytomeetphysiologiclneedsandJMOKED
demotivatethenurse.JMOKEDUnsatisfactorycoverageoflshiftsonlshortnoticecouldJMOKEDaffectJ M O K E D patientJ
MOKEDcareJMOKEDanJMOKEDdthreatenthelneedsofstafftofeelcompetent.JMOKEDArrangingJMOKEDtheschedulearoundthe
wife’sJMOKEDneedsmeeJ M O K E D tslthelneedsJMOKEDofthestaffandoflpatientsJMOKEDwhilelsatisfyingJMOKEDthelnurse’
slneedlforJMOKEDaffiliation.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
3. Agrievancebroughtlbyastaffnurseagainstlthelunitlmanagerrequiresmediation.JMOKEDAtJMOKEDthefirstme
diJ M O K E D ationlsession,ltheJMOKEDstaffnurserepeatedlycallsthelunitmanager’sJMOKEDactionsunfair,JMOKEDa
ndtheunitmanaJMOKEDgercontinuestolreiteratethereasonsfortheactions.JMOKEDWhatwouldbethebestco
urseofactionJMOKEDatJMOKEDthisJ M O K E D time?
a. SendltheltwodisputantsJMOKEDawaytoreachtheirownlresolution.
b. Involveanotherstaffnurseinthediscussionforclarityissues.
, LeadingandlManaginglinJMOKEDNursingJMOKED7thlEditionJMOKEDYoder-
WiseJMOKEDTestJMOKEDBank
c. AskJMOKEDeachJMOKEDpartytolexamineltheirownmotivesandissuesinthelconflict.
d. ContinueltolistenJMOKEDasJMOKEDthepartiesrepeattheirthoughtsandfeelingsaboutthelc
onJMOKEDflict.
ANS:JMOKEDC
Forresolutionlofconflict,JMOKEDoneshouldaddressltheinterestslandinvolvementofparticipantsinlthecJ M O K E
D onflictbyexamininglthelrealissuesofallparties.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
4. AtJMOKEDasecondnegotiationsession,JMOKEDthelunitmanagerandstaffnurseareunabletoreachares
olJ ution.JMOKEDWhatlistheappropriatenextstep?
M O K E D
a. ArrangeanothermeetingJMOKEDinlaJMOKEDweek’sJMOKEDtimesoJMOKEDasJMOKEDtoallowalcooling-offlperiod.
b. ElevatelthenextJMOKEDnegationsessiontolthenextmanager,JMOKEDonellevelJMOKED above.
c. InsistthatparticipantsJ M O K E D continueltotalkuntilaresolutionhasbeenreached.
d. Backtheunitmanager’sJ M O K E D actionsandlendthedispute.
ANS:JMOKEDB
PartofleadershiplisunderstandingconflictresolutionandlabilitytolnegotiateandmanageforresolJ M O K E D
J M O K E D utionoflissuesandconcerns.JMOKEDThissituationhasfailedalsecondnegotiationsession,JMOKEDelevati
ontoaJ M O K E D managerwithadditionaltrainingtofacilitateconflictresolutionislimportantJMOKEDatJMOKEDthisJM
OKEDpoint.
TOP:JMOKEDAONEcompetency:JMOKEDCommunicationandJMOKEDRelationship-Building
5. ThemanagerofasurgicalJMOKEDarealhasalvisionlfortheJMOKEDfuturethatlrequiresJMOKEDtheladditionJMOK
oflRNassistaJMOKEDntslorunlicensedpersonstofeed,JMOKEDbathe,JMOKEDandambulatelpatients.JMOKEDT
ED
heJMOKEDRNslonthelstaffhavealwayJMOKEDspracticedinaprimarynursingdeliverysystemJMOKEDandar
everyresistanttothislidea.JMOKEDWhatJMOKEDwouldbJMOKEDeltheJMOKEDbestlinitialJMOKEDstrategyJMOKEDforJMOKEDimp
lementationlofthischange?
a. ExploringlthelvaluesandfeelingsofthelRNgroupinlrelationshipltothischange
b. LeavingthelRNsalonelforatimesotheycanJMOKEDthinkaboutthelchangebeforelitisimp
lJMOKEDemented
c. DroppinglthelidealandtryingforthechangeinalyearorsolwhensomelofthepreseJ M
O K E D J M O K E D ntJMOKEDRNshaveretired
d. HiringthelassistantsandallowingtheJ M O K E D RNsltoseewhatgoodadditionstheyare
ANS:JMOKEDA
InfluencingothersrequiresemotionalintelligencelindomainssuchJMOKEDasJMOKEDempathy,JMOKEDhandling
relationJMOKEDships,JMOKEDdeepeningself-
awarenessinlselfandothers,JMOKEDmotivatingothers,JMOKEDandmanagingemotions.JMOKEDMotivatinglothersrec
ogJMOKEDnizesthatvalueslarelpowerfulforcesthatinfluencelacceptancelofchange.JMOKEDLeavinglthelRNsalon
efJMOKEDoraperiodoftimelbeforeimplementationdoesnotprovideopportunitytoexploreldifferentperspeJ
M O K E D J M O K E D ctivesandvalues.JMOKEDAvoiding JMOKEDdiscussionluntilJMOKEDtheteamlchangeslmaynotlp
romoteadoptionofltheJMOKEDchJMOKEDangeuntillthereisopportunitytolexploreperspectiveslandvaluesrelated
tothechange.JMOKEDHiringoftJ M O K E D heassistantsldemonstrateslackofempathyfortheperspectivesofthel
RNstaff.
TOP:J M O K E D AONEJMOKEDcompetency:JMOKEDKnowledgelofJMOKEDtheJMOKEDHealthCarelEnvironment
