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project team leadership

Questions and Answers of Project Team Leadership

4. Illustrate the levels or components of the planning process and distinguish each level or component from the others. How does this structure help in planning and in progress review?
How are the models different? When should each model be used in health organizations?
3. Use examples to apply and relate at least two different decision-making models to a leadership situation in a health organization.
2. Explain the planning process within the context of leadership. Explain the decision-making processes used by health organizations. Predict how successful leaders can be when they master these
How can planning, decision making, and training aid in developing organizational culture in health organizations?
1. Discuss the importance and use of planning, decision making, and training in health organizations and provide examples of each.
6. Compare and contrast willful choice to garbage can models of decision making, training leaders to training staff, and cultural competence to ethics and morality.
5. Plan and design a quality improvement program based on a system of rational decision making for a health organization.
4. Differentiate the levels or components of the planning process and distinguish each level or component from the others.
3. Apply and relate at least two different decisionmaking models to a leadership situation.
2. Summarize the planning process and the decision-making process within the context of leadership.
1. Describe planning, decision making, and training in health organizations, and provide examples of each.
6. In a two- to three-page paper, evaluate and justify the combined competencies of your professional association's health leaders, considering the complexity of the health industry.
2. In a three-page (or less) paper, distinguish potentially differing motivational factors for each major health workforce group and predict which applications of building interpersonal
5. How much do you trust the other party?
4. How much time is available and how much pressure/stress is there to come to resolution?(With this question, an answer of “high” means high pressure.)
3. Is the relationship with the other party important to you?
2. Is (are) the issue (issues) important to the other party?
1. Is (are) the issue (issues) important to you?
6. Evaluate competencies (knowledge, skills, and abilities) found in leadership practice concerning situational assessment, interpersonal relationships, influence processes, motivation, and
4. Analyze the health leader competencies in terms of the knowledge, skills, and abilities discussed in this chapter, differentiating the competencies described here with those not discussed, and
3. Predict the outcomes of continuous use of the avoiding and competing strategies in a health organization compared with the compromising, accommodating, and problem-solving strategies;predict the
7. Deal with personality differences directly and constructively.
6. Show patience, understanding, and support in dealing with employee problems.
5. Have regular reviews to provide accurate and timely feedback; give assurance that good work is appreciated.
4. Evaluate workloads and deadlines. Are they reasonable?
3. Be sure individual job expectations and instructions are clear.
2. Clarify work unit goals and objectives.
1. Maintain a safe and organized work environment.
10. Provide assistance in times of stress. Services ranging from fitness programs to counseling centers can be provided within the organization, or referral networks can be established.
9. Have career development policies and activities that help people achieve their full potential.
8. Provide people opportunity for ongoing involvement in decisions affecting them.
7. To the degree possible, allow people flexibility to work at the pace and manner that will ensure personal satisfaction while maintaining needed productivity.
6. Foster a spirit of belonging and teamwork throughout the organization through personal involvement, effective communication, and morale-building activities.
5. Maintain an effective balance between continuity and change. While self-renewing change is vital for keeping up with shifting conditions, change should not occur at a pace so fast that it produces
4. Manage work processes so that individuals and groups are neither overloaded nor underloaded.
3. Maintain a healthy work environment—meet physical, safety, and emotional health needs.
2. Clearly communicate role expectations. People need to know their place in the plan.
1. Clarify the mission, goals, and values of the organization, and live these personally.
■ No fire. If your score is 22 through 39, you are mellow in your work, with almost no job-related stress. As long as you continue at this level, you are practically burnoutproof.A note to
■ Sparks. If your score is from 40 to 57, you have a low amount of work-related stress and are unlikely to burn out. Look over those questions on which you scored 3 or above, and think about what
■ Smoke. Scores from 58 to 75 represent a certain amount of stress in your work and are a sign that you have a fair chance of burning out unless you take corrective measures.For each question on
■ Flame. If you scored from 76 to 93, you have a high amount of work-related stress and may have begun to burn out. Mark the questions on which you scored 4 or above, and rank them in order of
■ Burnout. If your score is 94 to 110, you are experiencing a very high level of stress in your work. Without some changes in yourself or your situation, your potential for stress-related illness
■ Overstressed students, who are holding down full-time jobs and full course loads.74
■ Midcareer coasters, who may once have been high performers but whose enthusiasm is gone.
■ Mismatched people, who do their jobs well but who do not like what they are doing.
■ Burned-out Samaritans, who are always giving to others while receiving little help or appreciation in return.
■ Workaholics, who are driven to meet unreasonable demands placed on them(either by themselves or assigned by others).
■ Superpeople, who want to do everything themselves because no one else can or will, and they have never let anyone down.
■ Believe this is the right time for change.
■ Expect the change will result in personal gain.
■ Respect the person who is championing the change.
■ Have influence on the nature and process of the change.
■ Believe the change is the right thing to do.
• Neglecting to anchor changes firmly in the corporate culture
• Declaring victory too soon
• Failing to create short-term wins
• Permitting obstacles to block the new vision
• Undercommunicating the vision by a factor of 10 (or 100 or even 1,000)
• Underestimating the power of vision
• Failing to create a sufficiently powerful guiding coalition
• Allowing too much complacency
• Neglecting to anchor changes firmly in the corporate culture
• Declaring victory too soon
• Failing to create short-term wins
• Permitting obstacles to block the new vision
• Undercommunicating the vision by a factor of 10 (or 100 or even 1,000)
• Underestimating the power of vision
8. Anchoring New Approaches in the Culture• Creating better performance through customer—and productivity—oriented behavior, more and better leadership, and more effective management•
7. Consolidating Gains and Producing More Change• Using increased credibility to change all systems, structures, and policies that don't fit together and don't fit the transformation vision•
6. Generating Short-Term Wins• Planning for visible improvements in performance, or "wins"• Creating those wins• Visibly recognizing and rewarding people who made the wins possible
5. Empowering Broad-Based Action• Getting rid of obstacles• Changing systems or structures that undermine the change vision• Encouraging risk taking and nontraditional ideas, activities, and
4. Communicating the Change Vision• Using every vehicle possible to constantly communicate the new vision and strategies• Having the guiding coalition role-model the behavior expected of employees
3. Developing a Vision and Strategy• Creating a vision to help direct the change effort• Developing strategies for achieving that vision
2. Creating the Guiding Coalition• Putting together a group with enough power to lead the change• Getting the group to work together like a team
1. Establishing a Sense of Urgency• Examining the market and competitive realities• Identifying and discussing crises, potential crises, or major opportunities
■ Living by new conditions involves such factors as pointing out the successes of the change and finding ways to reward the people involved in implementing the change. Recognizing the contributions
■ Moving to the desired state usually involves considerable two-way communication, including group discussion. Lewin advised that the person leading change should make suggestions and encourage
■ Unfreezing involves reducing or eliminating resistance to change. As long as people drag their heels about a change, it will never be implemented effectively.To accept change, people must first
7. Acknowledge and reward people. As change is made, take time to recognize people and show appreciation. Acknowledge the struggles, sacrifices, and contributions people have made. A word of thanks
6. Wait patiently for results. It takes time for a seed to grow, and it takes time to realize benefits from change. Change that is too rapid can be destructive. Rush the process and reduce the
5. Tell the truth. When change is necessary, give the facts and rationale, not sugarcoated pep talks. Trust goes up when the truth is shared. Only after people know the truth and come to terms with
4. Put a respected person in charge of coordinating change. Select someone who is trusted by all. Then tap the constructive power of the group through transition teams to plan, coordinate, and
3. Implement change thoughtfully. Follow four proven principles: Involve the people who are affected by the change (if you want people in the landing, they have to be in the takeoff ); go slow,
2. Personalize change. Let people know where you stand. Explain your commitment.Why is the change important to you? How will you be affected if the change is successful or if it fails? Why is this
1. Have a good reason for making a change. Consider each change carefully against the following criteria: Will it support the organization’s purpose and goals, and does it reflect the
4. People. Change in any of the above variables can result in changing relationships—change in managers, employees, co-workers, and customers, and change within a given person, such as change in
3. Technology. Innovations in this area have dramatically increased the rate of change. No industry, trade, or profession is immune to change caused by technological advancements.
2. Tasks. Changes in the environment, including products and processes, require changes in tasks. Driving forces include customer needs, productivity improvement, and quality initiatives.
1. Structure. Change in structure is often severely resisted. Mergers, acquisitions, right-sizing, and reengineering activities typically involve tremendous change.
8. Stay young, stay foolish. In 2007, Steve Jobs addressed the graduating class of Stanford University with this advice: (1) Be who you are; (2) do what you love;(3) stay young, stay foolish.
7. Be true to your values. Yogi Berra once said, “Everything is easy until it becomes difficult.” This is where integrity comes in. Integrity requires honest assessment and action, and it
6. Create a cushion. Ideally, you don’t want to be in your midlife years and unable to say, I quit. By this time you will know in your heart the hills worth dying on versus minor matters of opinion
5. Focus. Cherish the past, plan for the future, but live in the moment. Only then will all of your faculties be functioning on the task at hand. By living life fully in the moment, you maximize all
4. Build a network. This is usually done through personal interactions on the job, in the neighborhood, and in the family. It is best done by generous and gracious service to others—paid or unpaid.
3. Establish your style. Whatever methods or tools you use—early riser, suit and tie, fresh flowers, thank-you cards, pickup truck—be sure they are both productive and comfortable for you. Do
2. Become an expert. Develop a body of knowledge and skills that people need and will pay you to do. Examples are carpentry, nursing, accounting, cooking, singing, writing, typing, and plumbing. In
1. Know yourself. Know who you are and what is important to you. This will anchor you and make you efficient. The time and energy required to do this can be substantial, and these are best spent in
3. Based on your personal best and lessons learned, what are your plans for the road ahead? What goals do you have? What steps can you take to perform (again) at a peak-performance level?

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