ADV LRDSHP Mod 5
DISCUSSION MODERATOR ASSIGNMENT.
As the moderator, you will not submit traditional answers to the discussion board. Instead, you will engage in discussion with your peers from the perspective of a course leader or mentor. The nature of your interactions should be positive and invite further discussion that fosters creativity and expansion of the DNP role. Your responses and posts should be substantive in nature. A substantive post may include a question, sharing insight with scholarly reference, and helping students to interact with one another in creative ways.
RUBRIC:
Application of course knowledge :Exceptional: 25 points
Posts to peers’ address discussion questions using well documented, sound logic, and are clearly and succinctly written. Posts foster ongoing dialog in a professional and scholarly manner.
Scholarly synthesis and References: Exceptional 25 points
Posts supported by evidence from scholarly sources. Includes relevant citations from the course readings and/or professional literature. In-text citations and full references are utilized where appropriate.
Clarity, Relevance and organization: Exceptional 25 points
All discussion posts are relevant to the topic and are presented logically and clearly. Direct course applications and synthesis of scholarly information is easily discernable
Peer interaction: Exceptional 25 points
Responds to at least 5 peer posts. Participates in discussion on at least 4 separate days. Responses are substantive insightful and contain at least one reference.
QUESTIONS:
Discussion Questions
1. Describe three dysfunctional behaviors in healthcare organizations today. Compare them to workplace cultures that foster quality care and productivity. What are the ethical ramifications of a healthcare organization with dysfunctional behaviors?
2. Identify two toxic behaviors that can occur in an organization. Which principles for minimizing toxic behavior would you use to address the behavior and promote a culture change?
3. Perform a brief scholarly search. Identify and describe one technological advancement that could be harnessed to prevent or reduce toxic workplace cultures in healthcare.
STUDENT’S POST-
Organizational Culture Types
Dysfunctional Behaviors in Healthcare Organizations
Positive organizational cultures in healthcare play a crucial role in promoting patient outcomes. On the other hand, dysfunctional cultures can impede the effectiveness of organizations in achieving the set goals. One of the dysfunctional organizational cultures is the lack of a culture of shared values. This means that the organization's members do not share common working principles and attitudes. Conversely, organizations that support shared values guide employees to adhere to common work standards to achieve the organization's common goals.
Another dysfunctional culture is that which does not encourage open communication by staff. This culture significantly affects healthcare as open communication is necessary to support clinical teams to communicate openly and report patient care and safety (Howick et al., 2018). Without a positive organizational culture to support open communication, the quality of care is seriously affected by the high potential of poor patient outcomes and reduced patient and staff satisfaction (Howick et al., 2018). On the other hand, a supportive organizational culture that promotes effective communication and interprofessional collaboration have improved patient outcomes.
Lack of leadership and staff development is another dysfunctional culture in healthcare that can often leave staff less motivated with reduced potential to achieve organizational goals. Conversely, an organizational culture that supports healthcare leadership and development guides clinicians in providing high-quality and safe healthcare services (Sonnino, 2016). Clinical leadership underpins organizations' interactions essential for promoting positive relationships in the workplace to improve outcomes. Healthcare staff needs leadership to promote mentorship and continuous staff development to empower them with knowledge, skills, and abilities to provide quality and safe healthcare services (Sonnino, 2016). Dysfunctional cultures allow behaviors that hinder adherence to ethical standards, resulting in poor and unethical healthcare practices.
Toxic Workplace Behaviors and Ways to Address Them
Toxic behaviors exhibited by employees in an organization undermine a culture of safety and threaten the wellbeing of healthcare staff and patients. One of the toxic behaviors in an organization is workplace bullying. Bullying can negatively affect employees' physical and mental health, including their performance and morale. This can lead to inability to work, trouble making decisions, loss of self-esteem, and poor productivity (Edmonson & Zelonka, 2019). Some of the principles which can be used to address this behavior and promote a culture of change include educating healthcare staff to build residence against bullying and empower nurses towards anti-bullying behaviors. Another strategy would be to engage nurses in anti-bullying policies to be accountable for their actions while swiftly dealing with bullying cases (Edmonson & Zelonka, 2019). Senior leaders should promote and celebrate positive work environments to bullying behaviors.
Another toxic behavior is workplace discrimination between employees, employees, and management, or with a third party involving unfair treatment based on individual demographics rather than merit. Workplace discrimination can lead to low job satisfaction, reduced job commitment, performance, and increased turnover (Roscigno, 2019). Principles to address workplace discrimination and promote culture change include building trust with senior leadership through skill development and training. Also, equipping and educating staff on discrimination and the importance of diversity and mutual respect, addressing discrimination complaints promptly and discreetly, and regularly reviewing organizational policy to ensure compliance to discrimination-related issues (Roscigno, 2019).
Technological Advancement to Address Toxic Workplace Cultures in Healthcare.
Advances in technology can be used to address toxic workplace cultures in healthcare and promote positive culture change. Technological advancements such as virtual meeting technologies have made it possible to promote virtual education and training to employees to empower them in adopting safe workplace behaviors and communicating organizational policies regarding toxic behaviors. According to Sawesi et al. (2016), these technologies have a high potential to influence healthy behavior changes in individuals. Also, online chat tools have transformed the way organizational teams communicate and collaborate. Organizations can use them to communicate frequently and effectively to employees empowering them to promote safe behaviors and build resilience towards culture changes that promote safety.
References
Edmonson, C., & Zelonka, C. (2019). Our own worst enemies. Nursing Administration Quarterly, 43(3), 274–279. https://doi.org/10.1097/naq.0000000000000353
Howick, J., Moscrop, A., Mebius, A., Fanshawe, T. R., Lewith, G., Bishop, F. L., Mistiaen, P., Roberts, N. W., Dieninytė, E., Hu, X.-Y., Aveyard, P., & Onakpoya, I. J. (2018). Effects of empathic and positive communication in healthcare consultations: a systematic review and meta-analysis. Journal of the Royal Society of Medicine, 111(7), 240–252. https://doi.org/10.1177/0141076818769477
Roscigno, V. J. (2019). Discrimination, sexual harassment, and the impact of workplace power. Socius: Sociological Research for a Dynamic World, 5(5), 237802311985389. https://doi.org/10.1177/2378023119853894
Sawesi, S., Rashrash, M., Phalakornkule, K., Carpenter, J. S., & Jones, J. F. (2016). The impact of information technology on patient engagement and health behavior change: A Systematic Review of the Literature. JMIR Medical Informatics, 4(1), e1. https://doi.org/10.2196/medinform.4514
Sonnino, R. (2016). Health care leadership development and training: progress and pitfalls. Journal of Healthcare Leadership, 8, 19. https://doi.org/10.2147/jhl.s68068