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Biomedical subjects

R Davidhizar

Publications and source records attributed to R Davidhizar.

At least 217 records · Page 12Linked to original sources
PubMed1992

When the manager encounters "We can't do it!".

This article has described the importance of increasing staff feelings of self-worth, of promoting feelings of personal power, involving staff actively in practice issues, of increasing staff knowledge of the health care and agency system, and of setting limits on negative discussion in a group. When nurses feel power in the health care system, it not only has the benefit of increasing job satisfaction but increases positive responses on the job. On the other hand, nursing staff who are unable to conquer the feeling of powerlessness may respond to assignments with statements signifying the subjective state experienced: "We can't do it!" Such staff are unlikely to experience personal and professional rewards and may ultimately leave the health care field. This negative process may be blocked by the manager who assists staff to develop feelings of worth, professional autonomy, and control and who can appropriately handle negative feelings expressed in a group.

Attitude of Health Personnel↗
PubMed1992

Loneliness and the nurse manager.

Everyone has occasional bouts of loneliness. Managers may experience loneliness resulting from internal and external tensions of life and management. It is important that the manager understand the concept of loneliness and the special vulnerability managers may have to this painful feeling. Methods have been outlined for coping with loneliness and should be part of every manager's coping repertoire.

Adaptation, Psychological↗
PubMed1992

Responding to the codependent employee.

Codependence is an important human disorder that is disturbingly prevalent. When codependence is viewed as a psychological concept, it offers a useful framework for evaluating and responding to problematic behavior. While nursing the addicted and codependent patient and family is an emerging specialty that is helping address the national health care problem of addictions, until now the nursing literature has provided little assistance with the need to recognize codependency from a broad perspective in nursing management. This field offers important and unexplored terrain for the creative and scholarly nurse to assist in developing nursing knowledge. This article has summarized key information about the general problem of codependency and suggests how to apply this information to the setting of the nurse manager. When a nurse manager responds to codependent behavior with understanding and firm control, feelings of security for codependent individuals can be increased and optimum performance will be facilitated.

Codependency, Psychological↗
PubMed1992

Eye to eye.

Explore the source record for details and available documents.

Dental Hygienists↗
PubMed1992

Feeling personal power.

Feelings of personal power are important for personal feelings of well-being. Although feelings of personal power relate to authority, either given by others or acquired with the job, personal power is largely a personal feeling that is created and can be developed. Careful assessment of position power, expertise power, and personal characteristics that add or detract from personal power can increase self-awareness and cause strong areas to be maximized and weak areas to be developed. With the development of feelings of personal power come feelings of confidence in a nursing role. Feelings of personal power also benefit the nursing profession because this enables the profession to grow in strength and pride.

Attitude↗
PubMed1992

The element of care in the operating room.

1. Perioperative nurses are experts in attending to imminent physiological needs of patients. However, when these needs seem paramount, focus on a patient's feelings often become a lower priority. 2. Being cared for is a basic human need. Just as perceptions of needs vary among individuals, so do caring needs. It is essential that nurses value the components of caring and demonstrate caring from a holistic perspective. 3. OR nurses can communicate caring by identifying staff to patients, providing reassuring information, monitoring self-talk, touching the patient, and responding to the patient as an individual.

Communication↗
PubMed1992

Keeping the keepers.

1. The nurse manager role is no longer limited to the management of patients and personnel. Nurse managers are also accountable for ensuring resources remain balanced and function together during the process. 2. In the health care setting, team members forgo their personal needs to focus on the needs of patients. Although adults have developed internal feelings of self-worth, most still have some dependence on their work, supervisors, and colleagues for positive affirmation. 3. A variety of approaches can provide support to team members, including responding to human needs: facilitating cooperation between team members; ensuring that team members have the necessary information; monitoring team actions in relation to patient needs; investigating potential problems; and intervening with timeliness and diplomacy.

Humans↗
PubMed1992

Positive and negative criticism: strategies for professional growth.

Criticism is a common experience in critical care for both the novice and experienced nurse. Assisting staff to react positively to criticism presents a challenge to the critical care nurse manager and an opportunity to turn what frequently is a negative situation into a phenomenon that builds morale and relationships. Whether criticism is being given or received, it is up to the nurse manager to facilitate positive relationships in the critical care environment.

Adaptation, Psychological↗
PubMed1992

What nurse managers can learn from Japanese management style.

1. Significant differences have developed between Japanese and American work settings since World War II. Today, the Japanese appear to have a unique understanding of the way decisions are made; a large part of decision making is entrusted to middle, rather than top, management. 2. In the nemawashi process, all official decision-making procedures are preceded by an unofficial process whereby all those affected by a decision, both vertically and horizontally, are involved in the decision before it is made. 3. The nursing process is based on decision making, and group process has been described as an effective way of making decisions. However, nurse managers lack definitive group decision making processes for their nursing practice.

Cross-Cultural Comparison↗
PubMed1992

Camaraderie: the key to making work fun.

Camaraderie in the workplace offers a valuable avenue for coping with stress and maximizing the pleasure experienced at work. The development of camaraderie involves a people- rather than task- or work-related focus and requires personal sharing. Camaraderie is beneficial in all settings, but especially in the operating room where tensions run high and staff must interact in an intimate and physically close environment.

Adaptation, Psychological↗
PubMed1992

The manager and rumors: telling fact from fiction.

A manager who does not recognize rumors and gullibly responds to all information as if it were all true will likely have a short tenure as a manager. On the other hand, expert management involves being able to distinguish truth from fiction and being able to intervene effectively when ambiguities are present in the workplace.

Communication↗
PubMed1992

When the nurse encounters crying.

1. Crying has therapeutic value. For the patient and family, crying can facilitate working through grief, promote emotional healing, and release emotions that might otherwise lead to crippling emotional or physical illness. 2. Crying may be precipitated by a variety of emotions and may be related to a variety of situations. When patients cry, the behavior may express sadness and grief, release emotion, manipulate others, be a means to cope with unresolved stress, reduce distance, and may represent emotional lability related to organic brain impairment. 3. When the patient is crying, the nurse's action should be based on an assessment of the crying and the nursing strategies appropriate for the patient's unique situation. Generally, crying should be accepted nonjudgmentally and emotional support should be provided.

Adaptation, Psychological↗
PubMed1992

Managing stress in the OR.

1. When nurses are particularly stressed, they are often out of touch with many of their potential coping resources. The rediscovery of forgotten skills or the development of new skills for managing stress can significantly reduce stress and thus prevent job burnout and promote vitality. 2. Skills for coping with stress that are primarily internal factors include personal management, outlook, and stamina skills. Relationship skills may be developed to alter the individual's relationship with the environment. 3. Nurses should attempt to match the coping technique to the situation at hand or to their personal strengths and preferences. The most energizing strategy may be to try something new.

Adaptation, Psychological↗
PubMed1992

Preparing for life after work.

1. For retirement to be fulfilling and satisfying, hopes and dreams must be designed in early and middle adult life. Long before retirement, the adult must practice healthy living with the future in mind. 2. Saving and investing wisely is important and requires discipline and risk. A regular savings plan should start in the 30s and continue carefully throughout 2, 3 and 4 decades. 3. The transition to retirement is facilitated if interests are planned and friendships for retirement are cultivated in adult life. One of the best ways to prepare for retirement is to live the kind of life expected in retirement.

Aged↗
PubMed1992

Communication techniques.

OR managers become aware of vast amounts of information while carrying out job functions. It is important to use the information carefully and to select what information to share, when to share it, and with whom it should be shared. Appropriate communication can promote efficiency as well as job satisfaction.

Communication↗