Reflective Learning Nursing Personal Statement

Reflective Learning Nursing - Personal Statement Example Discussion During the actual encounter with the patient, I had to make the patient comfortable by introducing myself, and telling her I was her nurse, asking how the patient feels prior to inviting her to sit down and giving her instructions, with eye contact while we talk. I made sure that I was attentive, not only listening, but also mentally taking note of the patient’s body gestures, facial expression, and fears, if any. Through these gestures towards the patient, I was able to make her feel relaxed and comfortable (Tollefson, 2010). During the interview establishing identity of the patient and the reason for the visit, I had to note how the patient feels and limit the question and answer on matters with regards to her health, current condition and history. This way, I was able to maintain professionalism as well as make the patient feel safe and respected (Kuiper and Pesut, 2004). I also noted if there were communication problems, such as language barrier, or communicatio n discomfort on the part of the patient. Fortunately, the patient was easy to talk with. Throughout the interview, I encouraged her to talk about her health issue or issues but avoiding much prodding as well as repetition of topic. I was able to accomplish this by taking notes on her answers and with my focus on her alone. Where there was unclear information given by the patient, I had to paraphrase and ask through a question answerable by yes or no for confirmation. After sufficient information was provided by the patient, I summarize the information and confirm from her if the information was right. I also checked if the patient had identification band in order to compare data provided. I then proceed to take the vital signs but I failed to explain to the patient why these were needed. After getting her consent to perform the procedures, I washed my hands. I had to ask every step of the process if the patient felt comfortable, and make the right adjustment if not such as the posit ion of the chair, or even the air conditioning. Throughout, I maintained eye contact. I first took the temperature. I committed a slight error by not immediately taking note of her temperature or recorded in her chart. In taking the pulse rate, I had to prepare the equipment, prepare patient about the procedure, provide privacy, identify the landmarks, palpate lightly with finger pads in identifying pulse, then note the rhythm and strength. I counted then calculated the rate per minute, and made sure to note whether or not there was irregularity. I terminated the encounter, then replaced and disposed the equipment, wash my hands based on standard precautions, and then filled up the form or chart of the patient (Daly et al, 2006). Where there was irregularity of pulse, I had to inform the patient of my role. In taking the blood pressure, the same procedure of routine hand wash was undertaken. This will ensure sanitation and safety. I then check on the patient documentation then the p atient status. If the patient is new or whom I have not established familiarity, yet, I introduce myself and asks for her identity, too, such as how may I call her (O’Toole, 2010). Then, I informed her procedure to be done and why it is needed. I then ask for consent to perfo

The relationship between gender differences and the 'double bind' as Essay

The relationship between gender differences and the 'double bind' as important drivers of the glass ceiling in leadership - Essay Example Where higher thresholds of women leadership are presented, gender differences in leadership are less significant; however, where the glass ceiling or barriers to leadership are significant and are placed at lower thresholds, the gender differences in leadership are very wide. This study is on gender and leadership, specifically focusing on the relationship between gender differences and the ‘double bind’ being important drivers of the glass ceiling in leadership. Body It is important to understand first the concept of the glass ceiling. This term was first used in the 1980s mostly to refer to the barriers against women and also minorities in reaching leadership or corporate manager roles (Johns, 2013). Most governments have acknowledged that despite their best efforts to legally secure equal rights and opportunities for men and women in leadership roles, women and minorities still occupy only a small percentage of management positions and roles. Artificial barriers are s till very much preventing them from gaining more ground as leaders (Johns, 2013). In the US, a Glass Ceiling Act was even established in order to impact how businesses are filling in management positions, how developmental leadership skills are being enhanced for advancement into these positions, the compensation programmes in the workplace, and the creation of annual awards for excellence. A Glass Ceiling Commission established in 1995 identified barriers against women securing management positions. These barriers included societal, political, and internal business practices and structures (Johns, 2013). Societal barriers included prejudice, cultural, and ethnicity-based differences. Governmental barriers include the lack of sustained monitoring for compliance, weak enforcement of provisions, as well as poor recruitment and outreach issues (Johns, 2013). Companies often prefer to promote the current employees they have, not wanting to add women, even those who are highly qualified into their pool of managers. Even when installed in managerial positions, these women are still subjected to barriers relating to the styles of gender communication, socialization practices, as well as behaviour (Rajah et al., 2011). Moreover, career course barriers also serve as barriers on women seeking managerial positions. These barriers include limited guidance and mentoring opportunities, dead-end positions, different assessment practices for men and women, and difficulties in accessing informal levels of communication (Zimmerman et al., 2008). The barriers discussed above are still persistent today. The social support system for instance prevents women from gaining leadership positions, especially in relation to their work-family conditions as governments are not providing institutional support for working mothers (Johns, 2013). Women therefore are significantly challenged in balancing the demands between work and home (US Congress Joint Economic Committee, n.d.). A report fr om the US Congress Joint Economic Committee (n.d.) also indicated that the US does not grant incentive for parents, especially women seeking parental leaves as much as other members of the Organisation for Economic Cooperation and Development (OECD). The US only grants as much as 12 weeks, while other countries grant up to 18 weeks of parental leave (Johns, 2013). Limited flexibility in work conditions is a major factor holding women back in their work advancement. American women ordinarily take on a primary role in