Nursing Team Building Quiz

A nurse manager is experiencing conflicts between herself and staff members. She had tried to develop a team by using a shared leadership model to empower the staff. Staff members are actually functioning:

• As a team.

• Independently.

• Interdependently.

• As a group.

The nurse manager used a mediator to help resolve conflicts on the unit. During the mediation process, the nurse manager saw signs of potential team building. One key concept of an effective team is:

• Conflict.

• Task clarity.

• Commitment.

• A designated leader.

A mediator suggested that the nurse manager and staff members decide on a method to resolve conflicts. Why is it important to have agreements about how team members will work together?

• If there are no agreements, each member will make up his or her own procedures without consensus.

• People are naturally difficult and will not work well together without such agreements.

• People will naturally ask for agreements about how to be together.

• A way to eliminate nonproductive team members must be available.

By following a shared leadership model, the nurse manager believes that staff members will learn to function synergistically. Some teams function synergistically because members:

• Do not volunteer unwanted information.

• Actively listen to each other.

• Listen to the person who believes he or she is an expert.

• Do not speak unless they are absolutely sure they are correct in their views.

The chief nursing officer decided that the nurse managers need a series of staff development programs on team building through communication and partnerships. She understood that the nurse managers needed to build confidence in ways of handling various situations. The greatest deterrent to building confidence is:

• Lack of clarity in the mission.

• Lack of control of the environment.

• Fear that one cannot handle the consequences.

• Fear that the boss will not like one’s work.

The state of being emotionally impelled, demonstrated by a sense of passion and dedication to a project or event, describes:

• Commitment.

• Control.

• Willingness to cooperate.

• Communication.

The mediator suggested to the unit staff that a group agreement needed to be made so that meetings could become productive. For example, the group agreement “We will speak supportively” prevents:

• Side conversations during meetings.

• Gossiping and backbiting.

• Feedback when one member of the group disagrees with the discussion.

• Voting negatively on motions.

The mediator asked each staff member to reflect on his or her communication style. Which of the following best describes communication?

• It is a reflection of self-analysis.

• It is a result of thoughtful consideration.

• It consists of thoughts, ideas, opinions, emotions, and feelings.

• It focuses on the sender of the message.

The staff development educator developed strategies to help nurse managers actively listen. Guidelines for active listening include which of the following?

• Speed up your internal processes so that you can process more data.

• Realize that the first words of the sender are the most important.

• Be prepared to make an effective judgement of the communication sender.

• Cultivate a desire to learn about the other person.

The nurse manager was upset with the staff nurse and said, “You did not understand what I said.” Which element in the communication process was she referring to?

• Feedback between receiver and sender.

• A message channel.

• A receiver who decodes the message.

• A set of barriers that may occur between sender and receiver.