ANCC NE-BC flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

SBAR

Situation, Background, Assessment, Recommendation. A standardized handoff framework that reduces omissions and errors during transitions of care between providers and shifts.

Thomas-Kilmann conflict modes

Five approaches-competing, collaborating, compromising, avoiding, accommodating-plotted on assertiveness and cooperativeness. Collaborating works best for important issues that require commitment from both parties.

Communication channel formula

The number of possible two-way channels equals n(n − 1) ÷ 2 for a group of n members. Larger groups create many more channels, increasing complexity and the need for structure.

Tuckman group stages

Forming, storming, norming, performing, adjourning. Leaders should supply direction and structure early, then shift to delegation and support as the team matures.

Active listening

Attending fully, paraphrasing, reflecting feelings, asking clarifying questions, and withholding judgment so the speaker feels heard and the message is verified before responding.

Emotional intelligence components

Goleman's four domains: self-awareness, self-management, social awareness, and relationship management. They underpin a nurse executive's influence, coaching, and team performance.

Just culture

A system separating human error (console), at-risk behavior (coach), and reckless behavior (sanction), so staff report errors without fear and system failures are corrected.

Principled negotiation

Fisher and Ury's method: separate people from the problem, focus on interests rather than positions, generate options for mutual gain, and base outcomes on objective criteria.

Transformational leadership

Leadership built on the four I's-idealized influence, inspirational motivation, intellectual stimulation, individualized consideration-associated with higher staff satisfaction, retention, and better outcomes.

Situational leadership

Hersey-Blanchard model that matches directing, coaching, supporting, or delegating behavior to a follower's readiness level for a specific task.

Five rights of delegation

Right task, right circumstance, right person, right direction and communication, right supervision and evaluation. These guide RN delegation under state nurse practice acts.

Lewin's change model

Unfreezing, movement, and refreezing. Change succeeds when driving forces are strengthened and restraining forces are reduced, as mapped in force-field analysis.

Kotter's eight steps

Create urgency, build a coalition, form a vision, communicate it, remove barriers, generate short-term wins, build on change, and anchor changes in the culture.

Magnet model components

ANCC's five components: transformational leadership, structural empowerment, exemplary professional practice, new knowledge and innovation, and empirical quality outcomes.

SWOT analysis

Strategic assessment of internal strengths and weaknesses plus external opportunities and threats, used to align organizational goals with the competitive and regulatory environment.

Span of control

The number of subordinates reporting to one manager. Wide spans flatten hierarchy and lower cost but reduce coaching time; narrow spans increase oversight and management overhead.

IOM six aims

Care should be safe, effective, patient-centered, timely, efficient, and equitable, per the Institute of Medicine's Crossing the Quality Chasm report.

Donabedian model

Quality framework of structure (resources and staffing), process (what is actually done), and outcomes (results). Used to design quality measurement and improvement projects.

PDSA cycle

Plan-Do-Study-Act rapid-cycle improvement method: test a small change, study the results, then adopt, adapt, or abandon it before wider spread.

Six Sigma DMAIC

Define, Measure, Analyze, Improve, Control. A data-driven methodology for reducing process variation and defects, often applied to throughput and medication safety.

Root cause analysis

A structured retrospective review after a sentinel event that identifies system failures and contributing factors, focusing on processes rather than blaming individuals.

PICOT format

Population, Intervention, Comparison, Outcome, Time. It structures a searchable clinical question that drives evidence-based practice searches and appraisal.

AACN healthy work environment

Six standards: skilled communication, true collaboration, effective decision making, appropriate staffing, meaningful recognition, and authentic leadership.

QSEN competencies

Patient-centered care, teamwork and collaboration, evidence-based practice, quality improvement, safety, and informatics-expected of every nurse across the care continuum.

FTE definition

One full-time equivalent equals 2,080 paid hours per year (40 hours × 52 weeks). It is the base unit for position control and staffing budget calculations.

Hours per patient day

HPPD = total nursing hours worked ÷ total patient days. It is the core workload metric for comparing staffing across units, shifts, and time periods.

Break-even point

Fixed costs ÷ (price per unit − variable cost per unit). The volume at which total revenue equals total cost and profit is zero.

Budget variance

Actual amount minus budgeted amount. An expense below budget is favorable; revenue below budget is unfavorable. Variance percent equals variance divided by budget.

Balanced scorecard

Kaplan and Norton's four perspectives-financial, customer, internal process, and learning and growth-linking performance measures to strategy beyond financial results alone.

DRG payment

Diagnosis-related group: a fixed prospective payment per discharge based on diagnosis and expected resource use, shifting financial risk for complications and readmissions to the hospital.

Return on investment

ROI = (net gain from the investment ÷ cost of the investment) × 100. It is compared with payback period and net present value when prioritizing capital requests.

Productive versus nonproductive hours

Productive hours are hours actually worked; nonproductive hours include vacation, sick time, orientation, and education. Both are paid and budgeted in the staffing plan.