peer responses week 7 nurs 6053
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Documents01-11223410.docxPEER RESPONSES NURS 6053 WEEK 7
COLLAPSE
Main Discussion Post -Week 7
Patricia R. Ford
January 11, 2021
Workplace Environment Assessment
This week's discussion aims to examine my Work Environment Assessment results and my perception of my organization's health level. I scored my organization 72 of 100 after completing the Clark Healthy Workplace Inventory. A score of 70 to 79 is considered mildly healthy (Clark, 2015). Interestingly, I wonder if I scored my hospital system appropriately, considering it was named one of the 2019 FORTUNE 100 Best Companies to Work For (Methodist Le Bonheur Healthcare, [MLH], 2021). My organization received the honor of ranking 88 of 100 from a survey representing more than 4.3 million employees, with respondents rating their workplace culture on more than 60 related elements (MLH, 2019). In the current climate of an ongoing global pandemic and its handling by hospitals around the country, I would say my organization faired very well. I am employed by a considerably civil organization that is respected and valued by its employees.
Working in the emergency department can become overwhelmingly chaotic, especially when the team members fail to maintain high levels of teamwork and collaboration efforts. As stated by Broome and Marshall (2021), "Leadership by team is the most common functional structure and expectation across business and healthcare" (p. 213). Effective teams produce effective results for the organization even when any incivility exists.
It is known that the weekenders have a better working relationship at my facility than the weekday crew. We pride ourselves on "being a little family" and working well together to achieve the department's goals. Whispers in the background utter things like poor leadership, cliques, and "lazy" nurses make it challenging to work shifts during the weekdays. Our patient care coordinators (PCCs) attempt to rally the staff to create a more united atmosphere for staff to come together as a team during morning huddles. Yet, when their blatant favoritism is displayed, it forces many to respond negatively. For example, a nurse called out one of the PCCs for "lacking fair and appropriate leadership" in a not so civil manner during a staff meeting. Her loud and boisterous attitude drew stares and little cheers.
The director halted the confrontation until a more private conversation to resolve the two's disagreements and address related issues. Our director made a short speech about building and maintaining a working team with meeting the unit's goals in mind. "By building the team, you are building a community that becomes the culture of the organization" (Broome and Marshall, 2021, p. 217). The director knew that addressing incivility as it occurred was the most effective way to stop it (Clark, 2015). In the end, the director's leadership was exceptional and goal-driven to meet Methodist Le Bonheur Healthcare's vision, mission, and values.
References
Broome, M. E., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. Let's end the silence that surrounds incivility. American Nurse Today, 10(11), 18-23. https://www.myamericannurse.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf
Methodist Le Bonheur Healthcare. (2021). Great place to work® and fortune name Methodist Le Bonheur healthcare one of the 100 best companies to work for® in 2019. https://www.methodisthealth.org/newsroom/news-article/great-place-to-work-and-fortune-name-methodist-le-bonheur-healthcare-one-of-the-100-best-companies-to-work-for-in-2019/
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2 hours ago
Sheila Townsend
RE: Discussion - Week 7
COLLAPSE
Main post
Effective open communication where all team members are heard and have a voice help to create a healthy civil work environment. The main focus of health care professionals is providing the highest quality care for patients. In order to do this all team members, need to be able to work together or patient safety is compromised. Workplace incivility can negatively affect nurses, hospitals, and patients. Plentiful evidence documents that nurses working in better nurse work environments have improved job and health outcomes (Smith, Morin, & Lake, 2018).
My workplace scored an 86 on the work environment assessment determining it to be a very healthy workplace according to the assessment tool. The scores where highest for communication, teamwork and professional growth resources. My workplace would be considered a civil work environment. As a nurse I feel my workplace has made it a comfortable place to collaborate with team members including physicians without being made to feel I have overstepped my bounds. Of course, not all healthcare professionals are easy to work with but in general the facility encourages team collaborate, shared governance and cross-checking others without being reprimanded. When we nurture a culture of collaboration, we can synthesize the unique strengths that health- care workers of all disciplines bring to the workplace. In this way, we can make the workplace a civil place (Clark, 2015).
I have encountered incivility in the workplace by a nurse manager at a facility I previously worked. There was very poor communication between staff members and an uneven balance of perceived power. Barriers to successful interprofessional collaboration include poor communication; lack of knowledge of other professional roles, perspectives, and language; minimal understanding of when and to whom to refer specific patient problems; the need for training in successful team function; and the need for evidence of improved patient outcome (Broome, & Marshall, 2021).
The nurse manager on a daily basis, would yell at and berede a particular nurse at the nurse’s station in front of staff and patients. The manager would talk about the nurse’s personal life to other staff members and say the nurse was stupid and a bad nurse. Human resources and the director of nursing were made aware, yet the nurse managers behavior continued until the nurse quit and then the nurse manager did the same thing to another nurse. When an uncivil encounter occurs, we may need to address it by having a critical conversation with the uncivil colleague. We need to be well-prepared for this conversation, speak with confidence, and use respectful expressions. In this way, we can end the silence that surrounds incivility (Clark, 2015).
References
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). New York, NY: Springer.
Clark, C.M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. Retrieved from https://www.americannursetoday.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf
Smith, J. G., Morin, K. H., & Lake, E. T. (2018). Association of the nurse work environment with nurse incivility in hospitals. Journal of nursing management, 26(2), 219–226. https://doi.org/10.1111/jonm.12537
