Healthcare Leadership
Exam Answer Key
Course Introduction
Healthcare Leadership explores the essential theories, skills, and strategies required to lead effectively within complex healthcare environments. This course examines organizational behavior, change management, ethical decision-making, and collaboration across interdisciplinary teams. Students will develop competencies in communication, conflict resolution, and critical thinking while addressing contemporary healthcare challenges, quality improvement, and patient-centered care. Through case studies and practical applications, learners will gain the knowledge and confidence to inspire, motivate, and guide individuals and teams, contributing to positive outcomes in diverse healthcare settings.
Recommended Textbook
Leading and Managing in Nursing 7th Edition by Yoder Wise
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31 Chapters
756 Verified Questions
756 Flashcards
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Page 2
Chapter 1: Leading, Managing, and Following
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Sample Questions
Q1) During a staff meeting held to discuss developing a mission statement for the unit,the idea of placing patient needs first is discussed.What is considered when the suggestion by the manager is for the unit mission to be derived from the organization mission?
A) Empowering
B) A leadership tag
C) A symbol
D) A management task
Answer: B
Q2) According to the complexity theory,what would be the focus of measurement?
A) Cost per hospital day
B) Bed utilization
C) Infection rates
D) Staff morale and budgets
Answer: D
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3
Chapter 2: Clinical Safety: The Core
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Q1) To achieve Nurse-Sensitive Care Standards developed by the NQF,you advocate for which of the following in your health facility?
A) Evidence-based practice to reduce the prevalence of pressure sores
B) Implementation of informatics at the bedside
C) Staff-manager conferences to review reporting of adverse medical events
D) Patient councils to review food, recreation, and nurse-patient relations
Answer: A
Q2) What patients would be considered "at risk" consumers during a healthcare visit?
A) Clyde requires an anticoagulant. He tells the nurse about his medications. He does not include an herbal supplement.
B) George is very shy and withdrawn. He asks the nurse to leave him alone.
C) Sarah is a new parent who finds that nurses on the children's unit are very helpful. She is eager to accept all suggestions, including those that she does not yet understand.
D) Claude is booked for bowel surgery. His doctor explains about the colostomy. Later, Claude tells his wife that he really doesn't know what the doctor meant by colostomy.
Answer: A,C,D
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Page 4
Chapter 3: Legal and Ethical Issues
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Sample Questions
Q1) A staff nurse,who was fired for reporting patient abuse to the appropriate state agency,files a whistleblower lawsuit against the former employer.What reason would the court provide to uphold a valid whistleblower suit claiming retaliation by the nurse?
A) Previously reported the complaint, in writing, to hospital administration.
B) Threatened to give full details of the patient abuse to local media sources.
C) Was discharged after three unsuccessful attempts at progressive discipline had failed.
D) Had organized, before filing the complaint, a work stoppage action by fellow employees.
Answer: A
Q2) A nurse on your inpatient psychiatric unit is found to have made sexually explicit remarks toward a patient with a previous history of sexual abuse.The patient sues,claiming malpractice.What conditions do not apply in this situation and do not support malpractice?
A) Injury
B) Causation
C) Breach of duty
D) Breach of duty of care owed
Answer: A
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Chapter 4: Cultural Diversity and Inclusion in Health Care
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Sample Questions
Q1) According to Leininger,"cultural imposition" is a major concern in nursing because nurses have a tendency to impose their values,beliefs,and practices on patients of other cultures.The discussion topic most likely to be without cultural imposition would be:
A) abortion.
B) wound management.
C) blood transfusion.
D) advance directives.
Q2) The nurse manager of a unit is asked by a family member of a dying Native American patient if it is possible to have the patient's eight-member family recite the rosary by the bedside.The manager responds affirmatively.The nurse manager is most likely exhibiting behavior related to:
A) acculturation.
B) ethnocentricity.
C) cultural diversity.
D) cultural sensitivity.
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Chapter 5: Gaining Personal Insight: The Beginning of Being a Leader
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Q1) The nurse manager is working with a group of new nurses.The new nurses ask questions about leadership and the role of a manager in leading nursing.The manager shares she has incorporated her core values and beliefs into her role and responsibilities as a nurse manager.What type of leadership has she described?
A) Positional leadership
B) Personal leadership
C) Formal leadership
D) Information leadership
Q2) In developing leadership skills,one should focus on authentic leadership.The theory of authentic leadership focuses on various factors.What is the top priority in development of authentic leadership?
A) Honest relationships
B) Organizational task
C) Accomplishment of goals
D) Exploring others
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Chapter 6: Being an Effective Follower
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Sample Questions
Q1) The nurse manager is working with a group of new nurses.The new nurses ask questions about leadership and the role of a manager in leading nursing.The manager shares the desire to have engaged staff nurses who participate in a team environment.What is the manager describing?
A) Effective follower
B) Effective leader
C) Ineffective follower
D) Ineffective leader
Q2) In nursing theory,one theorist developed the idea of new nurses progressing to experienced nurses and playing an important role in patient care in all stages.The new nurses follow their role and progress through stages to advanced nurse.Who was this theorist?
A) Dorothea Orem
B) Patricia Benner
C) Ida Jean Orlando
D) Robert E, Kelley
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8
Chapter 7: Managing Self: Stress and Time
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Sample Questions
Q1) As a unit manager,you chair the unit meetings.For each meeting,you consider and establish the purpose of the meeting.Second,you prepare an agenda.Arrange the following steps in an order that would make the meetings productive and successful.
1) Distribute an agenda.
2) Distribute minutes.
3) Select team members.
4) Start on time.
5) Keep the meeting focused and directed toward accomplishing the set objectives. Select the correct order from the following options:
A) 1, 2, 4, 5, 3
B) 4, 1, 2, 5, 3
C) 3, 1, 4, 5, 2
D) 3, 4, 2, 1, 5
Q2) As a nurse manager,the one activity you should not overlook is:
A) posting the yearly rotation schedule.
B) reviewing vacation requests.
C) scheduling staffing for holidays 6 months in advance.
D) anticipating staff sick days.
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Chapter 8: Communication and Conflict
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Sample Questions
Q1) Mrs.Hill,aged 68,was hospitalized after a stroke.The speech therapist recommended that oral feeding be stopped because of her dysplasia.During visiting hours,Mr.Hill fed his wife some noodles.The nurse noticed this and stopped Mr.Hill from feeding his wife,telling him it was the doctor's decision.An hour later,the nurse returned and found Mr.Hill feeding his wife again.The nurse tried to stop him again.Mr.Hill refused and claimed that the clinical staff was trying to starve his wife; he also threatened to get violent with the nurse.The nurse decided to walk away and documented the event in Mrs.Hill's chart.According to Thomas' four stages of conflict,in which stage could the nurse have been more effective?
A) Frustration
B) Conceptualizing
C) Action
D) Outcomes
Q2) After using a mediator to resolve a conflict between the nurse manager and two staff nurses,the chief nursing officer decides to:
A) observe to make sure the conflict has been resolved.
B) fire both staff nurses.
C) reassign both staff nurses.
D) reassign the nurse manager.
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Page 10
Chapter 9: Power,Politics,and Influence
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Sample Questions
Q1) A unit manager watches a new RN graduate interacting with a patient.When the RN comes out of the room,the unit manager says,"I don't know what they taught you in your nursing program,but if I see you do that again,I will write you up." This example demonstrates:
A) coercive use of power.
B) appropriate application of control.
C) use of informatory power.
D) use of power to provide coaching.
Q2) A nurse manager is experiencing poor staff morale on her unit.While participating in a baccalaureate course,the nurse manager had learned that one of the reasons nurses lack power today is related to the past.In the early decades of the profession,nurses lacked power because:
A) nurses freely chose to defer to physicians and administrators with more education.
B) women lacked legal, social, and political power because of legal and cultural barriers.
C) the first nursing licensure laws prohibited nurses from making most decisions.
D) nurses astutely recognized the risks of grabbing too much power too soon.
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Chapter 10: Healthcare Organizations
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Sample Questions
Q1) As a nurse manager,you have been asked to assist in designing a subacute facility for open heart patients who require further complex care after hospitalization.In setting up the facility,what would require reassessment?
A) Patients admitted to the facility must have adequate health insurance to cover the services provided.
B) A local nurse education program asks you if nursing students can gain clinical experience with recovering surgical patients in the facility.
C) Public funding will be provided to enable care of patients who have an ordinary course of recovery.
D) The facility is an older house that is more than 30 minutes away from the acute care center.
Q2) A nurse manager working for a not-for-profit organization should be familiar with the regulations that impact the organization.Not-for-profit organizations:
A) pay dividends to stockholders.
B) can refuse clients who are unable to pay.
C) have no paid employees.
D) pay no taxes.
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Chapter 11: Organizational Structures
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Sample Questions
Q1) In opening a new dialysis unit,the nurse manager has to develop a philosophy for the unit.This philosophy needs to:
A) reflect the culture of the unit and its values.
B) be developed by the nursing manager on the unit.
C) identify the clients that will be served on the unit.
D) replicate the organization's philosophy.
Q2) A hospital is working toward becoming a Magnet hospital.The chief nursing officer is aware that professional nursing departments in Magnet hospitals will:
A) not be directed by nurses.
B) be virtual organizations.
C) be designed to maintain nursing standards of practice.
D) be entitled to have client care departments.
Q3) "At Thoroughcare,we provide health care for women and children in transition" is an example of a:
A) vision statement.
B) mission statement.
C) goal statement.
D) statement of philosophy.
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13
Chapter 12: Care Delivery Strategies
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Sample Questions
Q1) Complex care of acutely ill patients is required on a surgical unit,which utilizes differentiated nursing practice as its model of care delivery.On what is the concept of differentiated nursing practice is based?
A) Licensure status
B) Experience in the agency
C) Leadership capabilities
D) Education and expertise
Q2) A nurse manager questions the true difference between primary nursing and total patient care.After careful consideration of both models,the nurse manager concludes that primary nursing differs significantly from total patient care in:
A) breadth of nursing knowledge and expertise required.
B) intention to provide holistic nursing.
C) degree of task orientation.
D) levels and types of assessment.
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Page 14
Chapter 13: Staffing and Scheduling
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Sample Questions
Q1) Scheduling is a function of implementing the staffing plan by assigning unit personnel to work specific hours and specific days of the week.To retain nursing staff,the nurse manager must incorporate into the schedule plan:
A) all weekends off.
B) all holidays off.
C) a variety of scheduling options.
D) rotating shifts.
Q2) A strategy to increase RN staff retention at Valley Hospital includes:
A) better compensation and benefits.
B) clearer position descriptions.
C) lay-offs of nursing assistants.
D) adequate staffing to meet acuity levels.
Q3) To reduce reliance on overtime hours,an organization develops a strategy for floating nurses during staff shortages.To maximize patient safety and reduce costs,the healthcare organization:
A) develops a centralized pool of float nurses.
B) assigns nurses from less busy units to ones with increased acuity levels.
C) floats nurses only between units on which the nurses have been cross-trained.
D) assigns float nurses to basic care only.
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Page 15
Chapter 14: Work Force Engagement Through Collective
Action and Governance
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Sample Questions
Q1) You are hired as a new manager.When the offer of employment is made,you agree to at-will employment.Later,you become very concerned about the policies and practices of your organization and their impact on patient care.You speak with your supervisor several times about your concerns,but no action is taken.In considering your next steps,you:
A) consider your increased vulnerability under the terms of your employment.
B) recognize that your supervisor is more vulnerable than you are because of her more senior position.
C) are more likely as a leader to take action because you are well protected from repercussions by federal and state regulations.
D) contact your union to discuss your concerns and review your options.
Q2) As a new nurse manager who has "inherited" a unit with high nurse turnover and complaints of patient dissatisfaction,your first course of action would be to:
A) determine levels of nurse engagement on the unit.
B) review the personnel files of nurses who have resigned.
C) interview upper management about their vision for the unit.
D) meet with your staff to clarify your vision for the unit.
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Page 16
Chapter 15: Making Decisions and Solving Problems
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Sample Questions
Q1) Decision making is described by the nursing educator as the process one uses to:
A) solve a problem.
B) choose between alternatives.
C) reflect on a certain situation.
D) generate ideas.
Q2) The risk manager informs the nurse manager of an orthopedic unit that her unit has had an increase in incident reports related to patients falling during the 11-7 shift.The nurse manager knows that the best way to resolve the problem is to:
A) use creativity.
B) obtain support from the 7-3 shift.
C) use institutional research.
D) identify the problem.
Q3) High-quality decisions are most likely to be made in nursing situations when:
A) team leaders make the crucial decisions.
B) individuals are advised of the problems.
C) group size is neither too small nor too large.
D) members are passively involved.
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Chapter 16: The Impact of Technology
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Sample Questions
Q1) A necessary,basic condition for successful integration of clinical information systems is:
A) software.
B) standard medical nomenclature.
C) confirmatory evidence from nursing-led studies.
D) strong interdisciplinary cultures.
Q2) Despite the implementation of bar-code medication administration (BCMA)on your busy medical unit,you notice that the number of medication errors has not significantly decreased.Which of the following reasons might explain the lack of change in errors?
A) A number of new medications have been introduced into the hospital pharmacy that are not yet recognized in the CDS.
B) There have been an unusually high number of patients on the unit who have been unable to confirm their identity at the time of medication administration.
C) Lack of staff understanding and support for BCMA has led to overrides or failures to scan bar codes during busy times.
D) Clinical data that have been entered into the system to guide administration of the medications are outdated.
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Chapter 17: Delegating: Authority, Accountability,
Responsibility in Delegation Decisions
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Q1) The charge nurse is making patient assignments for the next shift on the unit.There is one critical patient on the unit,who is going to require more care than the other patients.Before delegating this patient in an assignment,what is the appropriate action by the charge nurse?
A) Delegate the admission assessment to the LPN.
B) Review the employee's performance assessment for the most recent period.
C) Assess the amount of guidance and support needed for the nursing care of the patient.
D) Create a task analysis of critical behaviors for the individual.
Q2) The nurse on the 7-7 shift is assigning a specific component of care to an unlicensed nursing personnel (UNP)employee.The night nurse would remain:
A) accountable.
B) responsible.
C) authoritative and liable.
D) responsible and task-oriented.
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19
Chapter 18: Leading Change
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Q1) When goals/outcomes are somewhat unclear in early preparation for a complex change,the manager and the change management team develop several acceptable goals/outcomes.This change in management approach is termed:
A) unfreezing.
B) nonlinear.
C) cybernetic.
D) linear.
Q2) As the unit manager on the unit that is leading changes to heparin locks,you find that Elizabeth is very valuable in terms of her observations about other units and her knowledge of organizational processes,and now in discussing the new procedure with others.Elizabeth might be considered an:
A) engager.
B) innovator.
C) informal change agent.
D) informant.
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Chapter 19: Building Effective Teams
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Q1) From the information presented in this chapter,which of the following statements best defines an accomplished team? Effective teams:
A) can create a form of synergism in which the outcome is greater than the sum of the individual performances.
B) do not necessarily need goals, objectives, vision, and a clearly stated purpose.
C) do not always have effective communication patterns.
D) may or may not have a clear plan that is followed and revisited and has an ongoing evaluation scheme.
Q2) The chief nursing officer decided that the nurse managers need a series of staff-development programs on team building through communication and partnerships.She understood that the nurse managers needed to build confidence in ways of handling various situations.The greatest deterrent to confidence is:
A) lack of clarity in the mission.
B) lack of control of the environment.
C) fear that one can't handle the consequences.
D) fear that the boss will not like one's work.
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Chapter 20: Managing Costs and Budgets
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Sample Questions
Q1) Which of the following are considered variable costs?
A) Salaries for the minimum number of staff
B) Utilities and rent
C) Managed care
D) Supplies
E) Medication and treatment supplies
Q2) Within a healthcare environment,where the gap between revenues and costs can mean the difference between sustainability of an organization and nonsustainability of an organization or services,it is critical for nurse managers to:
A) maintain a clear vision of how to trim healthcare costs.
B) balance value-added services against costs and revenues.
C) consistently delete programs that are of high cost.
D) implement programs that bring in additional revenues.
Q3) The primary reason for calculating productive hours paid instead of simply calculating work paid per year is that productive hours enable the manager to:
A) anticipate total costs for patient care.
B) know how much time staff will likely be unavailable because of illness.
C) determine when orientation needs to occur for new staff.
D) determine the number of hours available for patient care.
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Page 22
Chapter 21: Selecting, developing, and Evaluating Staff
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Q1) The biggest challenge in the recruitment of staff is:
A) finding well-qualified candidates who can function well within your particular work culture.
B) recruiting individuals with the appropriate qualifications and experience.
C) screening out candidates who are unable to function well within a team.
D) determining if candidates have had previous negative experiences in a work environment.
Q2) John's performance was satisfactory during the first month,but after that time,he was found to be very inconsistent in the provision of nursing care.One month before the end of the rating period,he cared for a very wealthy and influential client,who is best friends with the clinical manager.This client donated new furniture for the staff lounge in John's name to show appreciation for his care.John's subsequent performance appraisal resulted in outstanding ratings in all areas.This is an example of:
A) a performance rating based on justifiable evidence.
B) a bias related to recent events.
C) the impact of personality on the appraisal of performance.
D) the effective use of a behaviorally anchored rating scale.
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Chapter 22: Person-Centered Care
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Q1) The nurse manager must develop a patient satisfaction survey.What is one of the critical elements in selecting a patient satisfaction instrument?
A) Being able to use the same instrument for all clinical units
B) Including items that are important from the patient's perspective
C) Being able to administer the instrument before a patient's discharge from the hospital
D) Being sure that the reading level is no higher than third grade
Q2) Which of the following exemplifies a service orientation for a facility?
A) Staff members on the unit are encouraged to chart details about family support networks.
B) Chart audit reveals that details related to assessment of family history are missing.
C) The palliative care unit organizes a "tree of light" fundraiser each year to highlight the importance of palliative care.
D) A children's preoperative holding area is implemented in response to requests from families and staff nurses for development of an area.
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Chapter 23: Managing Quality and Risk
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Q1) The nurse manager is concerned about the negative ratings her unit has received on patient satisfaction surveys.The first step in addressing this issue from the point of view of quality improvement is to:
A) assemble a team.
B) establish a benchmark.
C) identify a clinical activity for review.
D) establish outcomes.
Q2) The nurse gives an inaccurate dose of medication to a patient.After assessment of the patient,the nurse completes an incident report.The nurse notifies the nursing supervisor of the medication error and calls the physician to report the occurrence.The nurse who administered the inaccurate medication understands that:
A) the error will result in suspension.
B) an incident report is optional for an event that does not result in injury.
C) the error will be documented in her personnel file.
D) risk management programs are not designed to assign blame.
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Chapter 24: Translating Research Into Practice
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Q1) Marie is a long-term staff nurse on the rehab floor.Her unit manager has been eager to adopt evidence-based recommendations related to family-centered care on the unit.Marie's response has been that she rarely has time to provide care to patients,let alone families,and that there is no good reason to do anything different than what she is already doing.An approach that may gain Marie's support of the idea is to:
A) invite Marie to review the studies for herself.
B) suggest that she does not need to provide family-centered care.
C) avoid discussion of the idea with her until she initiates it.
D) secure the support of her closest colleagues on the unit.
Q2) Which of the following would be most effective in implementing the findings of a new clinical treatment for problems associated with bowel motility for the staff nurses?
A) Lecture by a nurse practitioner
B) Workshop for surgical nurses that involves discussion of case studies and application of evidence
C) Discussion of the findings on the bulletin boards at the workstation
D) Education of unit opinion leaders regarding the evidence presented in the studies
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Chapter 25: Managing Personal and Personnel Problems
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Q1) During unit staff meetings,you observe that Marg rolls her eyes and snorts whenever Julia makes a comment.Your first response as a unit manager is to:
A) discuss what you have observed with Marg.
B) file immediate documentation in Marg's personnel file.
C) ask Julie to monitor Marg's behavior during meetings.
D) ignore the behavior, as Marg is one of your strongest nurses.
Q2) Incivility is a disruptive behavior or communication that creates a negative environment and interferes with quality patient care and safety.The manager can implement steps that help to alleviate uncivil behavior on a unit.Which of the following would not be an appropriate first step?
A) Suspending the staff member from work
B) Providing written admonishment that is discussed and placed in the employee's file
C) Providing verbal admonishment
D) Terminating the staff member
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Chapter 26: Role Transition
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Q1) In assisting new graduates to make the role transition to graduate nurse,Ted,the unit manager initiates which of the following?
A) Self-check list to assess competencies that have been strengthened
B) Discussions that focus on what the new graduates have yet to learn
C) Fixed target dates for acquisition of competency and transition to RN role
D) Frequent formal meetings to provide feedback on performance and areas to be strengthened
Q2) As a result of Amy's coaching,Sarah,a nursing graduate of 5 years,completes a ROLES assessment.This assessment is helpful in:
A) identifying her clinical knowledge.
B) role development.
C) areas of conflict in expectations.
D) expected work time commitments.
Q3) A nurse is interviewing for a manager's position.Which of the following actions is considered a role preview?
A) Formal commitment of the employment contract
B) Improving role performance
C) Touring the unit
D) Disillusionment about the expectations of the job
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Page 28
Chapter 27: Managing Your Career
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Q1) During performance appraisal interviews,Joanne's nurse manager notices Joanne's excitement when she talks about how she has helped patients on a rehab unit understand the complexities of their regimens.When Joanne's nurse manager asks her about her career path plans,Joanne says that she wants to become a nurse administrator.The best response to Joanne would be:
A) "Nursing administration is rewarding. What experiences would help you along this path?"
B) "You do not appear excited about nursing administration. Unless you are excited by that career path, I wouldn't advise going in that direction."
C) "You seem to find teaching others very rewarding. Have you considered that as a possible career path?"
D) "You are too inexperienced to consider administration. Work for a few years, and then consider administration."
Q2) A cover letter and a résumé together should be no longer than ________ page(s).
A) two
B) one
C) four
D) three
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Chapter 28: Developing the Role of Leader
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Q1) To retain supervisory staff members,the director of nursing develops a mentoring program.The best person to be a mentor for a new supervisor in a leadership position is someone who has:
A) been in the same position and can relate to the new supervisor's problems.
B) had vast leadership opportunities and likes to talk about his or her past experiences.
C) leadership experience and time to spend communicating with the new supervisor about his or her experiences.
D) people who can help the new supervisor get what he or she needs to make the organization grow quickly and prosper in the process.
Q2) Susan,a new graduate on the dialysis unit,appears to take Kari's remarks very seriously and works even harder,often volunteering for extra assignments.She also is often in Kari's office,advising of successes with her patients and of the extra effort that she is committing.This behavior suggests that Susan:
A) is fearful of losing her job.
B) lacks understanding of Kari's leadership style.
C) is not intimidated by Kari's leadership style.
D) knows how to "play the game."
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Page 30
Chapter 29: Developing the Role of Manager
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Sample Questions
Q1) In planning a new wing,the nurse manager complies with the workplace safety requirements of the Occupational Safety & Health Administration (OSHA).Which of the following groups is considered to be at high risk for violence in the workplace?
A) Pediatric staff
B) Postsurgical unit staff
C) Emergency Department staff
D) Medical oncology unit staff
Q2) Nurses on Unit 17 complain that their manager frequently "checks up on them" and encourages little involvement in decision making and yet,during performance reviews,praises them for their outstanding performance.Nurses on Unit 18 indicate that their experience is different from that of nurses on Unit 17.The manager on Unit 18 encourages active involvement in decision making and provides authentic,growth-promoting feedback.The practices on Units 17 and 18 reflect.
A) differences in the managers' expectations of their role.
B) shaping of the workplace behavior of employees.
C) different approaches to cooperation and collaboration.
D) recognition of institutional priorities.
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Chapter 30: The Strategic Planning Process
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25 Flashcards
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Sample Questions
Q1) The executive team at Hospital XYZ develops a polished strategic plan that includes a mission statement,goals,and objectives.The executive team involves the marketing team,so that the plan can be communicated internally and externally.After 2 years,no significant progress has been made toward any of the goals.What has been omitted in the plan?
A) Planning
B) Marketing
C) Integrated financial planning
D) Customer focus
Q2) The reasons cited by nursing administrators for not planning in a systematic manner include:
A) lack of understanding of the planning process.
B) lack of knowledge regarding the internal and external operations of the organization.
C) not enough hours in the day for both day-to-day operations and planning.
D) delegation of the task to subordinates.
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Chapter 31: Thriving for the Future
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Sample Questions
Q1) Several changes are introduced to a unit,including changes to familiar clinical procedures and the use of WOWs to enable bedside documentation.You,as unit manager,anticipate which of the following will contribute most to complexity compression?
A) Meaning of the change
B) Pace of changes
C) Previous experiences with change
D) Confidence of the leader in the value of the change
Q2) As a team,you and the staff have determined that there is a need to reduce medication errors on your unit.Together,you developed the questions that you would like addressed and searched the literature for relevant research studies.Based on the evidence,you suggested a change to your practices and now are involved in implementation of these changes.Today,there was a major study released that would significantly change what you have decided to do.What are you and your staff experiencing?
A) Compression complexity
B) Distress
C) Information lag
D) Technology advancement
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