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COORDINATING Nelia B. Perez RN, MSN Northeastern College Santiago City, Philippines 3311
The  habits of highly effective people
Habits have a tremendous gravity pull
Lift off takes a lot of effort,  but once we break out of the gravity pull,  our freedom takes on a whole new dimension
Ready  for take off ?
“ You are respons- able: able to choose your respons!” Habit 1 :  Be proactive
Circle of Concern Circle of influence We have a wide range of concerns, but not all of them fall into our circle of influence
“ Proactive people focus their efforts in their circle of influence, causing the circle of influence to increase Reactive people focus their effort in the circle of concern. The negative energy generated by that focus causes the circle of influence to shrink”
“ Anytime we think the problem is  out there ,  that thought is the problem”
You can choose your language Reactive: I must If only They made me If I had Proactive: I prefer I will I choose I can be
Habit   2 :  Begin with the end in mind
 
The key to the ability to change is a changeless sense of who you are,  what you are about and what you value
Is the script you are living in harmony with your values?
Habit   3 :  Put first things first
 
The key to time management is not to prioritize what’s on your schedule but to schedule your priorities
It’s almost impossible to say  NO  to the popularity of urgent, non important matters, if you don’t have a bigger  YES  burning inside
“ Things which matter most should never be at the mercy of things which matter least” Goethe
Habit   4 :  Think Win/win
“ You can only achieve win/win solutions  with win/win processes”
It’s not your way or my way, it’s a better way
Habit   5 :  Seek first to understand, then to be understood
 
“ We have such a tendency to fix things up with good advice, but often we fail to take the time to diagnose, to really deeply understand another human being first”
Reading your own autobiography  into other people’s lives  is nót (even close to) listening
Habit   6 :  Synergize “ The whole is greater  than the sum of its parts”
“ When we are left to our own experiences, we constantly suffer from a shortage of data”
“ The person who is truly effective has the humility to recognize his own perceptual limitations and to appreciate the rich resources available through interaction with the hearts and minds of other human beings”
In order to have influence,  you have to open yourself up  to bé influenced
Habit  7 :  Sharpen the Saw
Read, write, relax, exercise, play, love, get involved, meditate …
“ Sometimes when I consider what tremendous consequences come from little things … I am tempted to think … there are no little things” Bruce Barton
The end
Coordinating ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Staff Development ,[object Object],[object Object]
Includes: ,[object Object],[object Object],[object Object],[object Object]
Orientation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In Service Education ,[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object]
Process of Decision-Making ,[object Object],How top correct deviation from the satndard in the problem. Set the stage for decision making. Gather all relevant data .
Analysis of the problem ,[object Object],[object Object],[object Object],[object Object]
Development of an alternative solution ,[object Object],[object Object],[object Object]
Selection of the solution ,[object Object],[object Object],[object Object],[object Object]
Implementation and follow-up ,[object Object],[object Object],[object Object],[object Object]
Art of Decision Making ,[object Object],[object Object],[object Object],[object Object]
 
Peace is not the absence of conflict but the presence of creative alternatives for responding to conflict – alternatives to passive or aggressive responses, alternatives to violence.
Conflict Management ,[object Object]
Leadership Roles associated with conflict resolution ,[object Object],[object Object],[object Object]
Relationship Roles (cont) ,[object Object],[object Object],[object Object]
Leadership Role (cont) ,[object Object],[object Object]
Management Functions associated with Conflict Resolution ,[object Object],[object Object],[object Object]
Management Functions (Cont) ,[object Object],[object Object],[object Object]
Management functions (cont) ,[object Object],[object Object],[object Object]
Latent Conflict Felt Conflict Perceived Conflict Manifest Conflict Conflict Resolution  Or Conflict Management Conflict Aftermath THE CONFLICT PROCESS
Sources of Conflicts ,[object Object],[object Object],[object Object]
Conflict arises from ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors that provoke Conflict ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Evidences of Conflict
Types of Conflict ,[object Object],[object Object],[object Object],[object Object]
COMPROMISING
COMPETING
Cooperating
SMOOTHING
AVOIDING
collaborating
withdrawing
forcing
 
Nuff There were two fairies arguing that the other was a disgrace.How could it be their fault that the other violated their airspace? The discussion got more heated until one was struck upon the nose and now it seemed it was too late to end it without blows . But a third party floated up to them to remind them of the rules -"It is forbidden to disturb the peace even when contemplating duels"They both began to argue but the peacemaker declared "Nuff said.". The fairies looked at one another, turned on their heels, and fled.
There were some delinquent pixies bombarding those that passed them by not caring if their target was fairy, nymph or butterfly. Their victims mostly hurried off but there was one who did not do the same. He looked upset, as well  you  would if you had Eppingtrodijoon for your name. He turned and flew towards them with a quiet and menacing stare while the pixies idiotically continued, remaining blissfully unaware. But as he came close enough to recognise one called out "That's E Nuff."and the now terrified pixies scattered, suddenly not looking quite so tough.
In the midst of a forest clearing there was a major brawl with pixies, gremlins, hobgoblins, fairies, imps and all. And without fear a familiar face waded into this confusion dealing here a fracture, here a bite, and here a slight contusion. He cracked obstinate heads together, and pulled concussed foes apart and one poor cockatrice received a poke that just had to smart. There was almost one objection from a werewolf loud and gruff but he was stopped by his companion pointing out "That's Fairy Nuff."
So if you go down to the woods today you are in for a great surprise for there are those that are willing to castigate and chastise. "I'll deal with any humans" he says and I don't think that it's a bluff. I think he's deadly serious so make sure you've heard E Nuff.
LEARNING EXERCISE You are a male unit supervisor of a pediatric trauma unit at Children’s Hospital.  Three years ago, you ended a serious romantic relationship with a nurse named Susan, who was employed at a different hospital in the same town. The break up was not mutual and Susan was hurt and angry.  Six months ago, Susan accepted a position as a unit supervisor at the Children’s Hospital.  This has required you and Susan to interact formally at department head meetings and informally regarding staffing and personnel issues on a regular basis.  Often, these interactions have been marked by either covert hostility on Susan’s part, non-verbal aggression, or sniping comments.  When you attempted to confront Susan about her behavior, she stated that “she didn’t have a problem and you shouldn’t flatter yourself to think that she does”.
The situation is becoming increasingly more difficult to “work around” and both staff and fellow unit supervisors have become aware of the ongoing tension.  You love your position and do not want to leave Children's Hospital, but it is becoming increasingly apparent that the situation cannot continue as it is.  ,[object Object],[object Object],[object Object],[object Object]
you may now go to your own groups for the brainstorming activity!

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Coordinating

  • 1. COORDINATING Nelia B. Perez RN, MSN Northeastern College Santiago City, Philippines 3311
  • 2. The habits of highly effective people
  • 3. Habits have a tremendous gravity pull
  • 4. Lift off takes a lot of effort, but once we break out of the gravity pull, our freedom takes on a whole new dimension
  • 5. Ready for take off ?
  • 6. “ You are respons- able: able to choose your respons!” Habit 1 : Be proactive
  • 7. Circle of Concern Circle of influence We have a wide range of concerns, but not all of them fall into our circle of influence
  • 8. “ Proactive people focus their efforts in their circle of influence, causing the circle of influence to increase Reactive people focus their effort in the circle of concern. The negative energy generated by that focus causes the circle of influence to shrink”
  • 9. “ Anytime we think the problem is out there , that thought is the problem”
  • 10. You can choose your language Reactive: I must If only They made me If I had Proactive: I prefer I will I choose I can be
  • 11. Habit 2 : Begin with the end in mind
  • 12.  
  • 13. The key to the ability to change is a changeless sense of who you are, what you are about and what you value
  • 14. Is the script you are living in harmony with your values?
  • 15. Habit 3 : Put first things first
  • 16.  
  • 17. The key to time management is not to prioritize what’s on your schedule but to schedule your priorities
  • 18. It’s almost impossible to say NO to the popularity of urgent, non important matters, if you don’t have a bigger YES burning inside
  • 19. “ Things which matter most should never be at the mercy of things which matter least” Goethe
  • 20. Habit 4 : Think Win/win
  • 21. “ You can only achieve win/win solutions with win/win processes”
  • 22. It’s not your way or my way, it’s a better way
  • 23. Habit 5 : Seek first to understand, then to be understood
  • 24.  
  • 25. “ We have such a tendency to fix things up with good advice, but often we fail to take the time to diagnose, to really deeply understand another human being first”
  • 26. Reading your own autobiography into other people’s lives is nót (even close to) listening
  • 27. Habit 6 : Synergize “ The whole is greater than the sum of its parts”
  • 28. “ When we are left to our own experiences, we constantly suffer from a shortage of data”
  • 29. “ The person who is truly effective has the humility to recognize his own perceptual limitations and to appreciate the rich resources available through interaction with the hearts and minds of other human beings”
  • 30. In order to have influence, you have to open yourself up to bé influenced
  • 31. Habit 7 : Sharpen the Saw
  • 32. Read, write, relax, exercise, play, love, get involved, meditate …
  • 33. “ Sometimes when I consider what tremendous consequences come from little things … I am tempted to think … there are no little things” Bruce Barton
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  • 48.
  • 49.  
  • 50. Peace is not the absence of conflict but the presence of creative alternatives for responding to conflict – alternatives to passive or aggressive responses, alternatives to violence.
  • 51.
  • 52.
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  • 56.
  • 57.
  • 58. Latent Conflict Felt Conflict Perceived Conflict Manifest Conflict Conflict Resolution Or Conflict Management Conflict Aftermath THE CONFLICT PROCESS
  • 59.
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  • 72.  
  • 73. Nuff There were two fairies arguing that the other was a disgrace.How could it be their fault that the other violated their airspace? The discussion got more heated until one was struck upon the nose and now it seemed it was too late to end it without blows . But a third party floated up to them to remind them of the rules -"It is forbidden to disturb the peace even when contemplating duels"They both began to argue but the peacemaker declared "Nuff said.". The fairies looked at one another, turned on their heels, and fled.
  • 74. There were some delinquent pixies bombarding those that passed them by not caring if their target was fairy, nymph or butterfly. Their victims mostly hurried off but there was one who did not do the same. He looked upset, as well you would if you had Eppingtrodijoon for your name. He turned and flew towards them with a quiet and menacing stare while the pixies idiotically continued, remaining blissfully unaware. But as he came close enough to recognise one called out "That's E Nuff."and the now terrified pixies scattered, suddenly not looking quite so tough.
  • 75. In the midst of a forest clearing there was a major brawl with pixies, gremlins, hobgoblins, fairies, imps and all. And without fear a familiar face waded into this confusion dealing here a fracture, here a bite, and here a slight contusion. He cracked obstinate heads together, and pulled concussed foes apart and one poor cockatrice received a poke that just had to smart. There was almost one objection from a werewolf loud and gruff but he was stopped by his companion pointing out "That's Fairy Nuff."
  • 76. So if you go down to the woods today you are in for a great surprise for there are those that are willing to castigate and chastise. "I'll deal with any humans" he says and I don't think that it's a bluff. I think he's deadly serious so make sure you've heard E Nuff.
  • 77. LEARNING EXERCISE You are a male unit supervisor of a pediatric trauma unit at Children’s Hospital. Three years ago, you ended a serious romantic relationship with a nurse named Susan, who was employed at a different hospital in the same town. The break up was not mutual and Susan was hurt and angry. Six months ago, Susan accepted a position as a unit supervisor at the Children’s Hospital. This has required you and Susan to interact formally at department head meetings and informally regarding staffing and personnel issues on a regular basis. Often, these interactions have been marked by either covert hostility on Susan’s part, non-verbal aggression, or sniping comments. When you attempted to confront Susan about her behavior, she stated that “she didn’t have a problem and you shouldn’t flatter yourself to think that she does”.
  • 78.
  • 79. you may now go to your own groups for the brainstorming activity!