Communication Scenarios

Three months ago I sat across from my current director, Ryan, as he and another unit leader interviewed me. At that time he was the unit’s current manager; acting as the temporary director as they had some recent role changes. My first impression of Ryan was a good one; I got the sense that he is a calm but motivating leader. In the past three months since starting on the unit and Ryan taking over the director’s position -- I have come to know him a little better, and my first impression of him could not have been truer. When preparing for this analysis only one of The American Organization of Nurse Executives (AONE) competencies stood out to me and that is communication and relationship building. I chose this competency because I feel

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While I have not personally had to experience his conflict resolution skills; I am certain his ability to resolve conflict is effective. I have witnessed coworkers in conflict come to an agreement or solution after having met with Ryan and discussing a resolution. They were both very pleased with the resolution. Ryan’s goal is to make everyone feel like they are a part of the team, and that every ones opinion matters. This ensures he meets the next component; influencing behaviors. From day one of his role transition he made it very clear he wanted everyone to have a sense of ownership in the unit. He took suggestions, listened to criticism, and did his best to create a shared vision with the staff. The ability to apply situational leadership skills is part of what makes up the influencing behaviors competency (The American Organization, 2014, pg. 3). One of the eight recommendations by the Institute of Medicine (IOM) for the future of nursing is, “Expand opportunities for nurses to lead and diffuse collaborative improvement efforts” (Kowalski, 2012, pg. 57). By adhering to this recommendation and supporting staff in applying situational leadership skills Ryan has positive outcomes with influencing

Ryan has worked alongside the physicians for years, making the medical/staff relationship component of the competency one that is easily met. The physicians have a lot of respect for Ryan and support him in his role transition. That mutual respect makes collaborating to develop patient care protocols, facility needs and patient care service lines much easier (The American Organization, 2014, pg. 4). One specific collaboration happening between unit leaders and physicians is the creation and implementation of trauma policies and procedures. They have set a goal to achieve trauma designation by quarter three of 2016. With such positive medical/staff relationships the goal should be obtained on or before their projected