Relationships in the Health Care - Essay Example

Relationships in the health care setting is defined by that of the health care provider to the patient; the health care provider to another health care provider; the health care provider to himself and the patient to himself. In any case, politics will ever be present and can be used both to the detriment of whichever party or to the advantage of both parties. In the health care setting, it is important to distinguish who is the leader and who is the follower. The goal of the health care sector is to implement change. In particular, its goal is to effect positive change in people's health status, behavior and psychology through proper diagnosis and care. If leadership and management are defined by the ability or the position to implement change, then in this case, leadership and management become a role appropriated to the health care providers-more specifically in this paper, to the nurses. The roles that nurse's play in patient care is as critical as that of any other health care professional because they are considered the "frontliners" of health care (Consumer Health Care Products Association 2002). They are usually the ones who are directly involved and are aware of every minute circumstance that happens to the patient. Nurses provide the patients and families a favorable environment for healing which must be both humane and caring. They serve as the clinicians, educators and researchers. Nurses are the initial assessors of the patients' health status. Part of their roles is to identify and intervene with clinical problems, appraise the risks, manage those problems and be able to lead effective change. They interpret diagnostic tests, plan and sometimes prescribe both pharmacologic and non-pharmacologic treatment of health conditions and also monitor the patients' treatment and health status (Ed4nurses 2006; Quan 2006). Being a nurse requires much decision-making in relation to the very complex and inconsistent patient care problems in the health care setting. Being directly involved with the patients, nurses are also directly responsible and hold much power in the recuperation of the patients' conditions. Given that much responsibility and power, leadership and management are necessary skills that must be learnt by all nurses if they are to provide just satisfactory health care. Only by using these skills well will nurses become excellent in their profession. Leadership and management entail skills like delegation, appraisal, staff development, disciplinary handling, employee relations, negotiations, and chairing and conduct in meetings. It is a requisite for managers to be able to identify general as well as specific objectives, and diagnose and gain full understanding of problems to be able to take effective actions. Leadership and management involve actions that have people guide, direct and influence others to a certain objective (Van Wagner 2006). In the context of health care, leadership and management skills are requisites in health care professionals particularly those in the nursing profession who must directly interact with the patients, their colleagues and even themselves. The nurses have to guide, direct and influence their patients to recover from their conditions. They have to guide, direct and influence their colleagues to set high work standards especially in terms of caring efficiency and work quality. In the same way, those in the nursing profession also have to guide, direct and influence even themselves to maintain their high work standards. As with any other career, skills in leadership and management are necessary if one needs to advance in the nursing profession. It is not a question of choice on whether or not a nurse wants to become a leader and manager because these are given roles that are already attached to the nurses' long list of responsibilities. The only choice for registered nurses is whether or not they want to lead and manage well (Ed4nurses 2006). Nurses who have developed skills in leadership and management are said to have improved patient outcomes in terms of the care received and appropriation of treatments and the acquisition of vital signs. Their everyday routine is more organized and their communication with both their colleagues and patients is spotless (Ed4nurses 2006). There is no one leadership and management theory that can be applied to the nursing profession. The leadership and management skills that must characterize a nurse are a combination of all theories from the contingency theory which states that actions should be flexible to adapt to specific situations, to the relationship theory which states the importance of positive connection between the leader and the follower (Onepine 2005; Changingminds.org 2006; Cohen 2004). Other leadership and management theories that can be applied to the nursing profession include behavioral, participative and transactional theories. Leadership and Management: Nurse-patient Given that nurses hold that much responsibility and power in the patients' recovery, all actions and decisions done by them could greatly affect the results of any intervention done. A simple touch done by nurses to a cancer patient could be as curative as an unintentional sneer is deadly to a suicidal patient. Looking at the nurse-patient relationship politically, it is the nurse who is the leader and the patient who is the follower. Although the patient's recovery depends also on the patient's desire to recover, the nurses' ability to make the patient's actually want and act on his recovery is necessary. The patients' willingness to eat, take medications and treatments will greatly depend on the nurses' ability and skills. This is done through inspiration; exchange of valued things, and sometimes, subtle manipulation. The ability of the nurse to make the patient do something which is in accordance to the health goals is an exact act of leadership. Specifically applicable in this situation is the transactional or management theory which focuses on supervision, subtle forms of rewards and punishment. Leadership and Management: Nurse-other health professionals Conflicts with other health professionals are inevitable (Dempsey and Larson 2004) since it involves both party's pride and credibility. There is no other choice on nurses but to face this inevitability. Choosing between the patient's health and the conflict one has to face, it is very far from ethical if the nurse chooses not to question a prescription to which he's in doubt over the risks if such prescription is given to a patient. Although smooth relationships between health professionals are also necessary in achieving the sector's goals, a risk is still a risk, and if cannot be prevented, should at least be minimized. The consequences of a wrong prescription cannot be compensated by a simple talk. The ability to handle such situations with the least pride to touch on is a key in keeping relationships with colleagues smooth as well as the patients unharmed (Adubato, 2004). In leading colleagues, the most applicable theories that can be applied are the relationship and participative theories. As illustrated in the previous paragraph, smooth relationships are very important especially to health care professionals who are working towards the same goal which is to provide maximum health care. In doing so, the nurses must also not be closed to the input of his colleagues. On the other hand, he must be able to motivate his colleagues to provide more input (Cohen 2004). Maximum health care is a collaborative effort and cannot be achieved by a single professional alone. Leadership and Management: Nurse-self Nurses, being the frontliners in health care must set a standard of work and care quality over their colleagues. Given all their responsibilities and limited time, there is no point in idling. But indeed, idling is very tempting especially when the work to be done is piling up, the small amount of time and the impossibility of doing everything is realized. This is when the nurses need not just the ability but also the skill in time management. After all, all patients need to be monitored, attended to and taken care of. Vital signs would still have to be checked, medications would still have to be continued and care must still be given even, all at the right time. Because time could be both life and death in the health care setting depending on the propriety of how one uses it. Thinking of all the accountabilities that goes with every action could disrupt a nurse's decision-making. Part of leading and managing oneself is staying in focus. The long list of things to be done sets the track for nurses to set wrong priorities. The criticality of situations make them not want to delegate tasks as well as skip meals and breaks which could disrupt their performance. It is inevitable for nurses to experience situations that could tilt their smooth control over situations leading to less work efficiency and mismanagement. Problems in health care facilities would always arise and it would always be tempting for nurses to make a mental list of the possible solutions and picture the possible consequences of the possible actions that could be undertaken. As a result, the nurses spend either so little or so much time in analyzing situations. In the end, time, which is very critical especially in health care facilities, is neglected. The continuous occurrence and recurrence of problems could stress those in the nursing profession which could affect how they communicate with their colleagues and most importantly to their patients. The nurse must not be easily disoriented by any outside pressure such as colleagues, and the inherent stress that the work imposes on the nurses (Cohen 2003). Because people are composed of different individuals, each situation involving each person requires different approaches to effect a similar change, in this case, towards the betterment of health. In all cases, contingency and situational theories of leadership are applicable. The ability of the nurse to recognize each minute difference in every situation is very critical in appraising, making plans and decisions, which in themselves are also very critical when applied to the health care setting (White 2004). It is in the nurses' flexibility that the effectiveness of each approach relies, whether it is applied to the health of the patient, the relationship with other health professionals and with the self. References Adubato, S. 2004, "Making the Communication Connection," Nursing Management, [Online] Available at: http://www.findarticles.com/p/articles/mi_qa3619/is_200409/ai_n9457163 Calpin-Davies PJ. 2003, "Management and Leadership: a dual role in Nursing education. Nurse Education Today [Abstract] Available at: http://www.accelerated-learning-online.com/research/management-leadership-dual-role-nursing-education.asp Changingminds.org. 2006, "Contingency Theory," Changingminds.org [Online] Available at: http://changingminds.org/disciplines/leadership/theories/contingency_theory.htm. Cohen, S. 2004, "Leadership Standards: No Room for Doubt," Nursing Management, [Online] Available at: http://www.findarticles.com/p/articles/mi_qa3619/is_200408/ai_n9459186. Cohen, S. 2003, "Motivation: Your Key IC Ingredient," Nursing Management, [Online] Available at: http://www.findarticles.com/p/articles/mi_qa3619/is_200306/ai_n9261384. Consumer Health Care Products Association. 2002, "Role of Nurses in Self-Medication: Joint Statement from the International Council on Nurses and the World Self-Medication Industry," [Online] Available at: http://www.chpa-info.org/ChpaPortal/International/Role_Nurses/. Dempsey C. and Larson K. 2004, "Can't We All Just Get Along," Nursing Management, [Online] Available at: http://www.findarticles.com/p/articles/mi_qa3619/is_200411/ai_n9462940 Ed4nurses. 2006, "Leadership and Cases in Nursing," Ed4nurses, Inc. [Online] Available at: http://www.ed4nurses.com/leadership.htm Inova Health System. 2005, "Career Advice: A Management Career in Health Care," [Online] Available at: http://www.inova.org/inovapublic.srt/careers/advice/managementcareer.htm. International Council for Nurses. 2000, "Management of Nursing and Health Care Services" [Online] Available at: http://www.icn.ch/psmanagement00.htm Onepine. 2005, "Leadership Theories1," Onepine. [Online] Available at: http://www.onepine.info/lead1.htm. Quan, K. 2005, "Many Diverse Roles Open to Nurses," About.com [Online] Available at: http://nursing.about.com/od/education/a/careeroptions.htm. Van Wagner, K. 2006, "Leadership Theories," About.com, [Online] Available at: http://psychology.about.com/od/leadership/p/leadtheories.htm. White, A. 2004, "Anticipate Responses to Change," Nursing Management, [Online] Available at: http://www.findarticles.com/p/articles/mi_qa3619/is_200411/ai_n9462885. Read More