Research paper
July-August 2012 • Vol. 21/No. 4 251
Donna J. Middaugh, PhD, RN, is Associate Dean, University of Arkansas for Medical Sciences, Little Rock, AR.
Neena Grissom, EdD(c), MSN, RN, CNE, is Clinical Assistant Professor, University of Arkansas for Medical Sciences College of Nursing, Little Rock, AR.
If Tabatha Took Over Your Unit
S ince 2008, Bravo TV has aired a wildly popular show entitled Tabatha Takes Over. Tabatha Coffey is a perfectly coifed, acerbic, straight-talking expert in the world of hair styling. Each episode
of the show depicts Tabatha swooping in to a struggling salon either to make it successful, or shut its doors. She brings very high expectations, as well as her experience as a salon owner and respected stylist, to each situation. Salon owners learn quickly that to save their livelihoods, they must rise to Tabatha’s strict business and styling standards. Tabatha expects commitment and passion from the owners and stylists she coaches. She has a criti- cal eye for customer service, cleanliness, professionalism, and great styling techniques. Tabatha understands the bottom line of a quality business – satisfied customers. Her basic tenets for providing quality service can be applied to any business, even those charged with provid- ing health care.
Exactly how does Tabatha work her magic? Prior to entering a salon, she sets up hidden cameras throughout the salon. Tabatha watches the surveillance videos with the owner of the salon and listens to what the owner thinks is occurring. She then has the owner give her the keys to the salon for a week. Tabatha meets with the salon staff to inform them of her “take over” and discusses what she saw on the tapes. Tabatha informs them that some of them might not be working there at the end of the week. Everyone needs to embrace the changes or find some- where else to work. It is obvious the salons are in need of skilled business direction. At this point, Tabatha has used several successful management techniques. She has gath- ered objective, nonbiased information on how the salon operates, how the staff interacts with clients, and how the manager relates to clients and staff. She inspects the salon’s physical environment as well as the finances.
On the second day, Tabatha conducts a staff meeting to assess the skills of the stylists and other staff. This allows her to evaluate the technical and communication skills required to be a successful stylist, hair washer, greeter, or other role. A staff meeting is conducted with- out the manager present to determine the staff’s point of view. It is important for Tabatha to hear all sides of the story. At this point, Tabatha has completed a thorough managerial assessment so she can articulate with the salon management the changes that need to occur.
Team Building The third day is a team-building or marketing day.
Tabatha frequently takes the staff and manager outside their salon to a team-building experience. This may involve engaging in survival skills in the desert, interact- ing with beluga whales at SeaWorld, team cleaning a horse stable, role playing with improvisational actors, learning to dance the Texas two-step synchronously, or any method that permits the staff to learn to work togeth- er and trust one another. This allows the staff to get to know each other outside their usual work environment. Team building is also essential in managing effective health care organizations. Hospitals, clinics, and nursing homes are businesses, and their leaders must be proactive in building strong, cohesive teams to be successful. Farmer (2010, p.1) identified these 10 benefits that can be achieved with proper team building:
1. Less conflict 2. Greater collaboration 3. Fewer turf struggles 4. People know how to work together better. 5. Greater sense of camaraderie 6. People feel included and valued. 7. Leaders don’t have to waste time managing teams. 8. Improved communication 9. Letting go of egos 10. More positive work environment
Tabatha then conducts what we in nursing would call a skills check-off. She brings in actors or models to have their hair styled and assesses the skills of salon employees. This includes the person who greets customers at the door, the person who cleans the salon, the stylists, and the man- ager. Tabatha guides them and corrects mistakes while giv- ing positive feedback and encouragement. Staff members unwilling to improve their skill levels or attitudes may be dismissed. Tabatha also focuses on improving the salon’s physical environment. All staff members are required to clean and sanitize workspaces, for example. Tabatha also brings in designers to renovate the physical environment of the salon. She is careful to create a match between the philosophy and mission of the salon, and the décor. Tabatha understands the importance of a clean and pleas- ing physical environment for customers and staff.
During this entire week, the stakes are very high for the salon owners, who literally could lose everything. They soon realize they need to adopt Tabatha’s strict prin- ciples. She demands full commitment from those she trains. The results are often very remarkable. The viewing audience can see the inspiration and change that has taken place with the staff. Tabatha leaves the now moti-
Nursing Management Donna J. Middaugh and Neena Grissom
July-August 2012 • Vol. 21/No. 4252
vated, inspired salon with a warning that she will be back to check on their progress. When she drops in unan- nounced weeks later, Tabatha is almost always able to see her changes sustained. This provides an additional oppor- tunity to praise and reinforce the positive transformation that has occurred.
Change Model In the 1940s, Kurt Lewin developed one of the best
known models for understanding organizational change (Mind Tools Ltd, 2011). Though not mentioned in the television shows, Tabatha is applying Lewin’s Change Theory during her salon transformations. Any successful change process must begin with understanding why the change must occur. Lewin’s model begins with preparing the organization to accept the necessity of change. This involves disrupting the existing status quo. Key to devel- oping a compelling message is showing why the existing way of doing things cannot continue. Tabatha thus begins by showing hidden camera videos of how the salon staff interacts and works. This is done to generate motivation for change. When Tabatha meets with the staff and manager, she challenges the values, attitudes, and behaviors that currently define the salon. This can be very stressful and is often the most difficult stage of the change model. This stage is called the unfreezing stage (Mind Tools Ltd, 2011).
After the status quo is challenged and staff begins to recognize the need for change, it is time for Lewin’s sec- ond stage of moving (Mind Tools Ltd, 2011). Tabatha begins to identify how the proposed changes can benefit the salon, staff, and clients alike. Frequently, not all mem- bers of the staff are willing to change and it is time for them to move to a different salon or make a career change. Lewin recognized those who may have benefited from the old status quo will be most resistant to change. Tabatha is very involved during this time and carefully watches those who are or are not embracing the change.
When the changes are taking shape, the staff is involved and working toward change. It is now time for Lewin’s final stage – refreezing (Mind Tools Ltd, 2011). It is essential at this point that Tabatha sees the changes applied consistently in the salon’s day-to-day operation. When the changes are secured, the staff feels a new sense of confidence and comfort; reinforcement of the changes must occur at this time. Tabatha and the manager give positive reinforcement, praise, and guidance to the staff. A reward system must be implemented, with training and feedback to sustain any significant change.
Interestingly, this popular TV show has now expand- ed, with Tabatha going into other businesses to help them change and be successful. What if Tabatha were to visit your nursing unit? What would she see on the hid- den cameras? Would she find team members who are working against the goal of the unit or not fully engaged in providing safe, satisfying service to clients? What com- ments would she have for your manager about his or her style? What changes would be recommended to trans- form the physical environment to reflect positively the philosophy of your unit?
A salon with incompetent stylists and poor manage- ment can result in unhappy clients with bad haircuts. A nursing unit with poor management, unprofessional caregivers, and an unclean environment can result in increased morbidity and mortality for its clients. Tabatha’s management principles can be used in either environment to improve client outcomes and promote an effective workplace.
REFERENCES Farmer, G. (2010). Team building: 10 benefits for your workplace.
Retrieved from http://www.noomii.com/articles/648-team-building- 10-benefits-for-your-workplace
Mind Tools Ltd. (2011). Lewin’s change management model: Understanding the three stages of change. Retrieved from http://www.mindtools.com/pages/article/newPPM_94.htm
If Tabatha Took Over Your Unit
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