1. What is the greatest shortcoming of the informal communication system, that is, the grapevine? Why is this so?
2. If we are generally aware that face-to-face is the most effective form of interpersonal communication, why do we do use this means today considerably less than it was formerly used?
3. It has been said that effective listening is difficult because we can hear without listening. What is meant by this statement?
4. When you happen to be upset about a particular issue, what are the advantages of responding in writing rather than speaking face-to-face with the other party?
5. What are the primary advantages of face-to-face communication over communication in writing?
6. Why should there be a separate recorder appointed for a meeting? Why not have the chairperson fulfill this function and thus keep down the number of essential attendees?
7. Why and how can the active presence of a devil's advocate help avoid falling prey to the "Abilene Paradox?"
8. What is the true difference between consultative leadership and participative leadership in decision-making?
9. What is the primary drawback likely to be encountered in making a decision when the problem is not your problem?
10. What should be the ultimate determinant of how much time and effort is put into any particular decision situation?
Case: The Long-Time Employee
Assume you have been head nurse of the same medical-surgical unit for nearly 20 years. One of your employees, a licensed practical nurse named Hilda, has been part of the unit's day shift for even longer than you have been head nurse. In fact, Hilda is the only original member remaining of the crew that existed when you first took over the unit.
About 6 months ago Hilda returned to work after an extensive illness that left her noticeably changed in a number of ways. Where once she was energetic and seemed to possess considerable stamina, now the hustle and bustle of the day shift and always being on her feet and on the move seem to wear her down rapidly. You have felt a growing concern for Hilda, and for the rest of the team as well, because it has become obvious to you that Hilda is not bearing her share of the load. Other members of your already overworked crew are working extra hard to make up the difference.
Your concern reached a peak this week when three of your staff nurses came to talk to you about Hilda. Although they came with apparent reluctance-Hilda had always been well liked by both staff and patients-they were quite convinced that something had to be done for both Hilda's sake and the sake of the department. It seems that Hilda has barely been able to accomplish half of what she should be expected to do in an 8-hour shift.
Hilda knows only nursing; she has been an LPN for all of her working life. She will not be eligible for retirement for 5 more years.
It is evident that you need to make a decision concerning Hilda and her apparent inability to keep up with the work. Identify at least three alternatives (or more, if you wish) that you believe might be possible solutions.
Questions
1. Which alternative appears sufficiently workable to be the first one attempted? And what information do you need to assemble in preparing to justify your decision?
2. If your initial decision is found unworkable or unacceptable, which alternative would be your second choice? Why?