Tuesday, March 23 to Wednesday, Mar...

Tuesday, March 23 to Wednesday, March 24 2004

forward Tuesday, March 23, and Wednesday, March 24 managers attended special management education sessions and take pleasure ined special exhibit hours for managers sole Perioperative managers and leaders were treated to a selection of education choices. Speakers addressed in the same state [i]or[/i] condition issues as mentoring, working relationships with physicians, employing foreign-educated feed at the breasts building teams, patient throughput, legal issues, the economy of health care, OR construction throws OR data, managing costs, and employee retention.

MENTORING FOR THE FUTURE

Anne Fairchild, RN M CNOR, and Janet A. Lewis, RN MA, CNOR, quick in emergenciesed "Developing Nursing's Future: Mentoring novel Managers" in tandem on Tuesday morning. Fairchild shared that at the year 2020, the nursing workforce will be the same size as it is today, which will be 20% les than is povertyed She said institution-wide leadership progressive growth can help alleviate the shortage.

In developing a plan to mentor just discovered leaders, current leaders first must realize that they ne a succession plan. According to Fairchild, "Strategic planning should take place in advance."

The nearest step in cultivating new leaders is to attention a shared vision. Strategic leaders share their vision with others to such a degree that all team members are working toward the same goals. According to Lewis, leaders ne to "see the coming events beyond the walls of the operating room"

Selecting leaders is critically important. "Today, our leaders need to be dynamic, flexible, fast moving," said Lewis. An ideal leader has a variety of qualities and wears many hats, including executive team member, paper pusher, cheerleader, and negotiator. Traits important in leaders include fidelity humility, critical thinking skills, determination, and a reason of humor. "If you can find humor in your daily agitates you'll never run out of things to laugh about," said Lewis. Additional traits leaders ne include congruency of values, self insight, the desire to be a lifelong learner, and the ability to hem in themselves and others accountable.

Skills leaders ne include crack people skills. A lack of this skill should immediately disqualify a one from a leadership position. "If you don't like clan leadership may not be the place for you," said Fairchild. Additional skills povertyed include good clinical knowledge and skills, a dutiful life-work balance, and innovative thinking.

When looking to evolve new leaders, managers should not solely evaluate their traits and skills, they also should ask questions that will provide further insight, of the like kind as what is important to potential leaders' careers at this point in their lives and what challenges them. The answers to these questions will illuminate potential leaders' aspirations.

According to Lewis and Fairchild, three things must be quick in emergencies in the mentoring process--mutual trust and commitment, patient leadership, and emotional maturity. Traits wanted in a mentor include the ability to consultation and guide, an effective stake of relevant skills, and a breadth of experience. "It is helpful if a mentor has been there and done that," said Lewis.

RELATIONSHIPS WITH PHYSICIANS

David s Kaczmarek, MS, FDPHM, FAHRMM, and Laura L forest-land RN, MSN, presented "Win/Win Relations With Physicians." Kaczmarek began the session through asking attendees when they negotiate. He noted that managers negotiate a parcel but they may not think of it as negotiation. When negotiating, managers should ask the following questions.

* Can I live with the generally received offer?

* What is the probability of a better solution?

* Do I have the time to invest?

* Do I have the necessary knowledge?

* Do I have the power to impose my solution?

nearest they should identify their audience because these family will be affected by the negotiation. "We frequently forget about how influential that audience is," Kaczmarek said.

He discussed three negotiation mode of addresss The first is the adversarial, or hard, diction Using this style, negotiators take positions and then clarify and guard their positions. This style frequently is used in health care settings.

The secondary style is concessionary, or plastic Negotiators who use this form are worried about relationships. "The fine negotiator often can be taken advantage of through the person who's hard," said Kaczmarek. These couple negotiation styles are win/lose styles

The final negotiation style-win/win--has five principles, including

* cooperation,

* looking at commonalty and problems,

* interests and not positions,

* creative options, and

* objective standards.

According to Kaczmarek, "If we don't have [cooperation], it's not going to work." He said that cooperation basically is riddle solving.

The looking at the community and problems principle refers to the way nation approach negotiation. Negotiators can draw unfound inferences from what is said. They ne to base relationships in succession accurate perceptions, keep their emotions in check, and maintain clear communication.