CNML flashcards

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

SBAR handoff technique

A structured communication tool with four components - Situation, Background, Assessment, and Recommendation - used to convey complete, concise patient information during handoffs and escalation calls.

Thomas-Kilmann conflict modes

Five conflict-handling styles based on assertiveness and cooperativeness: competing, collaborating, compromising, avoiding, and accommodating. Collaborating seeks a win-win outcome and fits important issues when time allows.

BATNA in negotiation

Best Alternative To a Negotiated Agreement - the fallback a party will pursue if no deal is reached. Knowing your BATNA sets your reservation point and strengthens your negotiating position.

Tuckman team stages

A five-stage model of group development: forming, storming, norming, performing, and adjourning. Managers should expect conflict during storming and supply structure until the team reaches performing.

Active listening

A technique in which the receiver concentrates fully, then paraphrases, reflects feelings, asks clarifying questions, and summarizes to confirm understanding before responding.

Channel richness

The capacity of a medium to carry cues and allow immediate feedback. Face-to-face is richest and best for ambiguous or sensitive messages; written channels are leanest and suit routine data.

DESC feedback script

A four-step assertive sequence: Describe the situation, Express your concern, Specify the desired change, and state the Consequences. It delivers constructive feedback about behavior without attacking the person.

Transformational leadership

A style using idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration to raise follower commitment and performance beyond expected levels, in contrast to transactional reward-and-exception exchange.

Situational leadership

Hersey and Blanchard's model in which leaders adjust style - directing, coaching, supporting, or delegating - to match a follower's readiness, defined by competence and commitment for that specific task.

Five rights of delegation

Right task, right circumstance, right person, right direction and communication, and right supervision and evaluation. The delegating nurse retains accountability for the delegated activity and its outcome.

Lewin change model

Kurt Lewin's three-phase change process: unfreezing, which breaks down the current state; moving or changing, which implements the new way; and refreezing, which reinforces and stabilizes it.

Emotional intelligence

Goleman's five components: self-awareness, self-regulation, motivation, empathy, and social skill. It predicts leadership effectiveness because it governs how a manager recognizes and manages emotion in self and others.

Shared governance

A structural model in which bedside staff hold formal decision-making authority over practice, quality, and work-environment issues through councils; it is a key expression of structural empowerment in the Magnet framework.

Servant leadership

Greenleaf's philosophy in which the leader's primary aim is to serve followers by developing them, removing barriers, and sharing power, with organizational results following from that growth.

Just culture

A patient-safety framework that responds to human error with support, to at-risk behavior with coaching and system fixes, and to reckless behavior with disciplinary action, rather than blaming individuals for system failures.

ANA Code of Ethics

Nine provisions articulating nursing's obligations, including respect for patient dignity, primacy of the patient's interests, protection of rights, accountability, duty to self, advancement of the profession, and social justice.

Scope of practice

The legally defined set of activities a nurse may perform, established by each state's Nurse Practice Act and enforced by its board of nursing; it varies by license level and by state.

HIPAA minimum necessary

A Privacy Rule standard requiring disclosure of only the least protected health information needed to accomplish the intended purpose, with access limited to those having a legitimate need to know.

Core ethical principles

Autonomy is the patient's right to self-determination and informed choice; beneficence is the duty to act for the patient's benefit; nonmaleficence is the duty to avoid harm; justice is fair distribution of care.

Workplace incivility

Low-intensity deviant behavior with ambiguous intent to harm, such as rudeness, exclusion, or condescension. It degrades teamwork and communication and is linked to errors, turnover, and patient-safety risk.

STEEEP quality aims

The six aims from the IOM report Crossing the Quality Chasm: care should be safe, timely, effective, efficient, equitable, and patient-centered. They frame most U.S. quality measurement and accreditation standards.

Triple Aim

The IHI framework seeking simultaneous improvement in population health, the patient experience of care including quality and satisfaction, and per-capita cost - improving the first two while lowering the third.

MS-DRG prospective payment

Medicare's inpatient payment system, in which hospitals receive a fixed payment set by the patient's diagnosis-related group rather than actual cost of the stay, creating financial risk for preventable complications.

HCAHPS survey

The Hospital Consumer Assessment of Healthcare Providers and Systems: a standardized, publicly reported survey of patients' perceptions of their hospital experience whose scores affect Medicare value-based purchasing payments.

Readmissions Reduction Program

A Medicare value-based program that lowers inpatient payments to hospitals with higher-than-expected 30-day readmission rates for specified conditions such as heart failure, pneumonia, and chronic obstructive pulmonary disease.

Magnet recognition

ANCC's credential for hospitals demonstrating nursing excellence across five components: transformational leadership, structural empowerment, exemplary professional practice, new knowledge and innovation, and empirical outcomes.

FTE calculation

One full-time equivalent equals 2,080 paid hours per year, calculated as 40 hours times 52 weeks. To convert paid hours into FTEs, divide total paid hours by 2,080.

Nursing hours per patient day

NHPPD equals total nursing hours worked divided by total patient days for the same period. It is the standard productivity and staffing benchmark used to compare units and justify staffing plans.

Budget variance

The difference between actual and budgeted results. For expense accounts, spending above budget is an unfavorable variance; for revenue accounts, collections below budget are unfavorable.

Break-even analysis

Break-even volume equals fixed costs divided by contribution margin per unit, where contribution margin is price minus variable cost per unit. It identifies the volume at which total revenue equals total cost.

Capital versus operating budget

An operating budget covers recurring annual expenses such as salaries and supplies; a capital budget funds long-lived assets above a defined dollar threshold, such as equipment or construction, depreciated over multiple years.

Return on investment

ROI equals net benefit divided by cost, usually expressed as a percentage. Managers use it to compare competing projects so resources are directed to the highest-value initiative.