Think about how might understanding the Four Tendencies improve patient engagement in healthcare settings and answer the following questions
I need help responding to the questions asked by 4 course mates in the attached document in their PowerPoint Presentations. In 225 words for each presentation. Please provide references and any other outside resources to support the response. See detailed information and each Presentation attached.
DNP-803-Leadership in Organizations and Systems
Module 4 DQ
I need the response to the questions asked by course mates below in their PowerPoint Presentations in 225 words for each presentation. Please use additional outside resources to support the response.
1. Textbook readings Chap. 9 ( MO 1,2,3,4,5)
Module objectives
2. Read and submit voice-over or video PowerPoint about book selection assigned this week. (BOOK is DARE TO LEAD BY BROWN to cover MODULES 1,2,3,4,5) See Rubric.
3. Provide/ and post discussion board questions if assigned to present this week. (MO – depends on discussion questions posted by the students)
4. Respond to discussion board questions posted by peers about book assignments. ( MO depends on questions posted)
RESPONSES
Edna Akemu & Taofeekat Ajibade
Title: The Four Tendencies: Unveiling Personality Dynamics for Effective Leadership
DISCUSSION QUESTIONS:
Question 1: Think about how might understanding the Four Tendencies improve patient engagement in healthcare settings and answer the following questions:
· How can tailoring patient communication and care based on individual tendencies lead to better patient outcomes and satisfaction?
· Can you provide examples of how different tendencies might influence patient preferences and interactions?
Question 2: Can you think of a situation where knowledge of these tendencies could have resolved a leadership issue in a healthcare organization?
· How could recognizing and adapting to the tendencies of team members have prevented or resolved a conflict within a healthcare team?
· Share instances where understanding tendencies might have led to more effective leadership decisions and outcomes.
Book Presentation1.pptx ATTACHED
Title: The Florence Prescription: From Accountability to Ownership PRESENTATION ATTACHED
DISCUSSION QUESTIONS:
Title: The Florence Prescription: From Accountability to Ownership PRESENTATION ATTACHED
Question 1 for the DB is, when reviewing the self-empowerment pledge, what pledge do you need to focus on the most and provide examples of how that specific portion of the pledge can help improve your leadership style?
Question 2: What characteristic within the culture of ownership do you currently embody and how can that characteristic help prevent a toxic environment ?
Title: Leaders Eat Last: Why Some Teams Pull Together and Others Don’t
PRESENTATION ATTACHED
DISCUSSION QUESTIONS:
Discussion questions from Shannon Asbach and Amy:
1. Has your organization/leader provided you with a "circle of safety"? How can your employer/leader gain your trust? – Amy Schmoll
2. How have you seen remote work impact dehumanization and abstraction in your facility? How can you build trust and relationships from a remote position? – Shannon Asbach
Michelle Beaven & Kala Bento, Aimee Fahey
Title: "That is Not How We Do It Here" by John Kotter and Holger Rathgeber presented by Kala Bento, Aimee Fahey, and Michelle Beebe.
PRESENTATION ATTACHED
DISCUSSION QUESTIONS:
For this discussion, please answer question number one and either number 2 or 3.
· Have you ever worked in an organization that functioned like the best of both words having both leadership and management? If your answer is “Yes,” how did the organization get there? What were the keys to success? If your answer is “No.” in which of Kotter’s four quadrants would you place your organization? What changes would you recommend to your organization to get to the top right quadrant?
· Have you ever been told “That’s not how we do it here? If so, what was your response? After listening to this presentation about Kotter’s management versus leadership structures, is there anything about your response you would change?
· What are the weaknesses of only using leadership? What are the weaknesses of only using management? How do the two combined form the best strategy and outcome?
,
The Florence Prescription: From Accountability to Ownership
DNP-803-001
Presented by
Amanda Rowsey
Barbie Bloom
Author: Joe Tye
The Daisy Award
Founders: Mark and Bonnie Barnes
“The DAISY Award is a recognition program to celebrate and recognize nurses by collecting nominations from patients, families, and co-workers. It is run by our partners as a way to thank nurses for the care and kindness they provide.” (About the daisy award: Daisy Foundation 2023)
It is used to honor the nursing profession and recognizing the compassion and caring of individual nurses
9/11/2023
PRESENTATION TITLE
2
The culture challenge
Carol Jean Hawtrey-
Healthcare Consultant- contracted by John Myerson, CEO
wrote “Leadership Lessons from Florence Nightingale”
Learning the current culture of the nurses and leadership at Memorial Medical Center- Current Nursing complaints
9/11/2023
PRESENTATION TITLE
3
9/11/2023
PRESENTATION TITLE
4
Invisible Architecture
Foundation of Values
Soul of the Organization
Commitment
Passion
Initiative
Stewardship
Belonging
Fellowship
Pride
Leadership is knowing balance
Left Brain- Boring
Right Brain- Chaos
Share common Values
Need rules when values don’t align
Values- Invisible Foundation
Core Values define organization
However it is also important to note that leaders have the ability facilitate change and a healthy form of internal pressure can help innovate that change according to Weberg and Davidson (2021).
Culture of Ownership
Culture is built on foundation of core values
Define cultural expectations
Align with employee value
Hold people accountable for attitude
To Permit is to Promote
Gossiping and complaining
Violates integrity
Shows lack of Respect
9/11/2023
PRESENTATION TITLE
5
I-CARE
I-integrity, C-compassion, A-accountability, R-respect, E-excellence
(Tye, 2023)
(Tye, 2023)
The 6-Es
Expect
Educate
Enable
Energize
Evaluate
Elevate
A Calling, Not Just a Job
Caring for the ailing should be a mission not a business
Healthcare should be a calling and not just a job
9/11/2023
PRESENTATION TITLE
7
Culture Changes When People Change
Culture- what you expect and by what you tolerate
Management- foster culture of accountability
Leadership- foster culture of ownership
Know who your informal leaders are
People power move accountability to ownership
9/11/2023
PRESENTATION TITLE
8
Proceed Until Apprehended
Do the right thing for patient and each other
Don’t wait for permission or instruction to do the right thing
To allow a wrong is cowardice
Empowerment is courageous
Start with “The self empowerment pledge”
9/11/2023
PRESENTATION TITLE
9
The Self Empowerment Pledge
“I will take complete responsibility for my health, my happiness, my success, and my life, and will not blame others for my problems or predicaments”
9/11/2023
PRESENTATION TITLE
“I will not allow low self-esteem, self-limiting beliefs, or the negativity of others to prevent me from achieving my authentic goals and from becoming the person I am meant to be”
10
(Tye, 2023)
RESPONSIBILITY
ACCOUNTABILITY
The Self-Empowerment Pledge
“I will do the things I’m afraid to do, but which I know should be done. Sometimes this will mean asking for help to do that which I cannot do myself.”
9/11/2023
PRESENTATION TITLE
“I will earn the help I need in advance by helping other people now, and repay the help I receive by serving others later.”
“I will face rejection and failure with courage, awareness, and perseverance, making these experiences the platform for future acceptance.”
11
(Tye, 2023)
RESILIENCE
DETERMINATION
CONTRIBUTION
The Self-Empowerment Pledge
“Though I might not understand why adversity happens, by my conscious choice I will find strength, compassion, and grace through my trials.”
9/11/2023
PRESENTATION TITLE
“My faith and my gratitude for all that I have been blessed with will shine through in my attitudes and in my actions.”
12
(Tye, 2023)
PERSPECTIVE
FAITH
Toxic Emotional Negativity is Cultural Cancer
Chronic Complaining
Rumor-Mongering
Iatrogenic toxic emotional negativity- spiritual equivalent to cigarette smoke
Lateral violence
Bullying
Toxic emotional negativity
9/11/2023
PRESENTATION TITLE
13
13
Management and Leadership
Left Brain
Linear
Rules
Accountability
Creates Plans
Measurable
Recruit with Honey
What you do
Boring
9/11/2023
PRESENTATION TITLE
14
Right Brain
Relational
Values
Ownership
Inspires People
Seeable
Recruit with glue
Who you are
Chaos
Management is a job description
Leadership is Life decision
The Pickle Pledge
“I will turn every complaint into either a blessing or a constructive suggestion.” (Tye, 2023)
o
9/11/2023
PRESENTATION TITLE
15
EMOTIONAL SAFETY AND THE NELOG RULE
Feeling of protection from threats both emotional and physical
9/11/2023
PRESENTATION TITLE
16
“Anything you would be willing to do for someone else if they asked you- be willing to ask for that same help yourself if you need it.” (Tye, 2023)
Emotional Safety
Nedlog Rule
COMMITMENT
ENGAGEMENT
PASSION
INITIATIVE
9/11/2023
PRESENTATION TITLE
17
5. STEWARDSHIP
6. BELONGING
7. FELLOWSHIP
8. PRIDE
(Tye, 2023)
8 ESSENTIAL CHARACTERISTICS OF A CULTURE OF OWNERSHIP
CULTURE IS AN INVESTMENT NOT AN EXPENSE
Cultural transformation has a snowball effect-it requires a little encouragement but once it starts it is momentous nothing can stop it
9/11/2023
PRESENTATION TITLE
18
ULTIMATE MEANING OF THE FLORENCE PRESCRIPTION
“Building a culture of ownership that honors compassion, commitment, self-empowerment, and fellowship- and where investing in people takes precedence over investing in buildings.”
9/11/2023
PRESENTATION TITLE
19
(Tye, 2023)
Thank you
Amanda Rowsey
Barbie Bloom
Reference
About the daisy award: Daisy Foundation. About The DAISY Award | DAISY Foundation. (2023). https://www.daisyfoundation.org/about-daisy-award
Tye, J. (2021). The Florence prescription: From accountability to ownership, (The Special 2021 Pandemic Edition). Studio 6 sense.
Weberg, D. & Davidson, S. (2021). Leadership for Evidence-Based Innovation in Nursing and Health Professions: Vol. Second edition. Jones & Bartlett Learning
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"The Four Tendencies: Unveiling Personality Dynamics for Effective Leadership"
Edna Akemu & Taofekeet Ajibade
Northern Kentucky University
DNP 803
Dr. Zajac Lynne September 11, 2023
Introduction
"The Four Tendencies" is a groundbreaking book authored by Gretchen Rubin that delves into the diverse ways people respond to both inner and outer expectations.
The book identifies four distinct personality tendencies that shed light on how individuals approach commitments, tasks, and responsibilities.
Importance of Understanding Personality Tendencies for Effective Leadership
Effective leadership involves understanding and working with the unique traits of individuals.
Recognizing and adapting to various personality tendencies can significantly impact leadership approaches.
A deep understanding of these tendencies can enhance communication, motivation, and teamwork within healthcare organizations.
Author Background
Introducing Gretchen Rubin Gretchen Rubin is the accomplished author behind "The Four Tendencies.” She is widely recognized for her contributions to the fields of self-help and personal development. Expertise in Self-Help and Personal Development Rubin's expertise lies in understanding human behavior and providing practical insights for personal growth. She has authored several best-selling books, including "The Happiness Project" and "Better Than Before." Impact on Self-Improvement Literature Rubin's works are celebrated for their relatability and actionable advice. Her exploration of personality tendencies in "The Four Tendencies" adds a new dimension to understanding individual behavior.
Rubin's Background Rubin holds a degree in law from Yale Law School and has worked in law and print and online media. Her diverse background contributes to her unique perspective on human nature and behavior. 📺 Through her writing and research, Gretchen Rubin has empowered countless individuals to lead more fulfilling lives by unlocking the secrets of personal motivation and behavior.
Main Points of the Book
The Four Personality Tendencies
"The Four Tendencies" identifies four primary personality tendencies that shape how individuals respond to expectations:
Upholders
Questioners
Obligers, and
Rebels.
Understanding these tendencies can provide valuable insights into how individuals approach tasks, communicate, and work together in healthcare settings.
Upholders
Upholders: Characteristics and Traits
Upholders are individuals who readily meet both inner and outer expectations.
They exhibit a strong sense of responsibility, reliability, and self-discipline.
Response to Inner and Outer Expectations
Upholders excel at meeting personal commitments they set for themselves.
They also value and fulfill obligations placed on them by external sources, such as work, family, or society.
Real-Life Example: Meeting Work Deadlines
Imagine an Upholder named Alex in a healthcare organization.
Alex consistently meets project deadlines without reminders, both because of personal commitment and the external expectation to deliver on time.
This behavior boosts team morale and sets a standard for reliability.
Upholders are the pillars of consistency in healthcare settings, ensuring tasks are accomplished both for personal growth and the smooth operation of the organization.
6
Questioners
Questioners: Characteristics and Traits
Questioners are individuals who prioritize understanding the reasoning behind expectations.
They are analytical, curious, and seek justifications for commitments.
Response to Inner and Outer Expectations
Questioners meet inner expectations if they align with their logic and reasoning.
They challenge and assess outer expectations, complying only if they find the expectations reasonable and justified.
Real-Life Example: Medical Protocol Evaluation
Consider a Questioner healthcare professional named Sarah.
Sarah follows medical protocols meticulously but questions new procedures before implementing them.
Her thorough approach ensures she adopts practices backed by evidence and logic.
Questioners contribute by fostering evidence-based decision-making and improvements in healthcare processes through critical analysis and adaptation.
7
Obligers
Obligers: Characteristics and Traits
Obligers are individuals who prioritize meeting outer expectations and obligations to others.
They often struggle to prioritize their own needs and goals.
Response to Inner and Outer Expectations
Obligers excel at meeting external demands, such as work deadlines or family requests.
They may struggle with inner expectations like personal fitness goals unless they are held accountable by external sources.
Real-Life Example: Team Player in Healthcare
Imagine an Obliger named Chris working in a healthcare team.
Chris consistently assists colleagues with their tasks but finds it challenging to allocate time for self-care.
Chris thrives when responsibilities are external but needs support for personal well-being goals.
Obligers contribute by being reliable team members, but healthcare leaders should ensure they receive the necessary support to prioritize their own health and growth.
8
Rebels
Rebels: Characteristics and Traits
Rebels are individuals who resist both inner and outer expectations.
They value independence, creativity, and autonomy.
Response to Inner and Outer Expectations
Rebels prioritize following their own instincts and desires.
They resist conforming to expectations, even if they come from within or outside sources.
Real-Life Example: Innovative Approach to Patient Care
Consider a Rebel healthcare provider named Jordan.
Jordan
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