NURS 6053: INTERPROFESSIONAL ORGANIZATIONAL AND SYSTEMS LEADERSHIP Walden University NURS6053 INTERPROFESSIONAL MODULE 4 DISCUSSION RESPONSE – Description
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Oluyemi Adeagbo
YesterdayJul 9 at 1:18am
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Workplace Environment Assessment
The well-being of patients, healthcare professionals, and other healthcare team members is significantly impacted by a healthy workplace environment (Broome & Marshall, 2021). A healthy working environment should place a focus on effective decision-making, connection development, skillful communication, suitable staffing, and genuine leadership in the healthcare industry (Clark, 2015). My workplace received a 62% on the Work Environment Assessment, which is regarded as a minimally healthy environment (Clark, 2015). Notably, there are not enough prospects for professional growth and advancement in my place of employment. Unfortunately, employee well-being, self-care, and health are not prioritized. On the plus side, my place of employment actively participates in shared governance, decision-making, and policy creation.
To be quite honest, I was shocked that my employer did not promote employee wellness and self-care. Another unanticipated worry was the lack of enough prospects for professional advancement in my place of employment. Workers are a crucial component of every company. Therefore, more possibilities for their well-being, advancement, awards, and professional growth should be created. Moderate politeness is hardly enough to keep my company alive. The company doesn’t care about its employees’ health or self-care. Unfortunately, there is a lack of polite communication and effective emotional management at my workplace, which creates a hostile environment and discourages teamwork. Most of the time, I should be focusing on patient care instead of mediating disputes between coworkers. According to Griffin and Clark (2014), 27% of Americans reported encountering rude or abusive behavior at work, 21% had witnessed the behaviors in action, and 72% acknowledged that such behavior happens there.
Three years ago, two employees got into a heated argument that eventually turned violent as a result of their lack of politeness. Being the sole nurse on duty that day, I was expected to halt my evaluations and manage the problem on my own rather than receive assistance from a supervisor. I felt very alone and unsupported at the time, having only recently begun working at the institution. After the event, one employee was fired and led out of the building, but I believe the institution should have done more to make it obvious that this behavior would not be accepted.
Despite the bad evaluation findings, my firm may still make improvements in the areas where education and experience have affected workplace decorum. Additionally, management and leadership should begin to trust staff members and provide opportunities for advancement and compensation for their hard work.
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. https://www.americannursetoday.com/wp-content/uplo…
Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later. Journal of Continuing Education in Nursing, 45(12), 535-54
Jeffrey Pascal
Workplace Environment Assessment
According to the results of my Work Environment Assessment, the workplace is moderately healthful. Although there are some positives, such as a shared vision and mission, there is still potential for improvement in a number of areas. For instance, the burden may not be distributed fairly, and advancement opportunities may be limited. Moreover, the workplace may not encourage the unrestricted expression of diverse and/or contradictory ideas and perspectives enough.
Regarding uncivility, I recall a situation in which a coworker repeatedly interrupted me during meetings and did not allow me to express my ideas. This disrespectful and unprofessional behavior left me feeling devalued and frustrated. I decided to resolve the issue by speaking with my coworker individually. I structured the conversation using the DESC model, which enabled me to remain calm and focused (Bajwa et al., 2023). I began the conversation by describing the circumstance to my coworker. I explained that I had observed them interrupting me and preventing me from expressing my ideas during meetings, which could subsequently hamper by behavioral performance (Zickerick et al., 2020). I went on to describe how this conduct affected my and the team’s efficiency. I told my coworker that I felt underappreciated and agitated, and that I believed their behavior was impeding our ability to work effectively together.
Next, I plainly stated my expectations. I told my colleague that I expected them to attend to me and allow me to express my ideas during meetings. I also asked them to respect my opinions and collaborate with me to find team-beneficial solutions. I concluded by explaining the consequences of their actions. I informed my colleague that if they continued to interrupt me during meetings, it would be difficult for us to collaborate effectively, thereby fostering workplace incivility (Sawada et al., 2021). I also explained that their behavior was not in line with the values of our workplace, which emphasized respect and collaboration.
My coworker was receptive to my feedback and the conversation was generally fruitful. They expressed regret for their conduct and agreed to collaborate with me to identify solutions that would benefit the team. We were able to work together more efficiently after that conversation, and I felt more valued and respected at work.
References
Bajwa, N. M., Sader, J., Kim, S., Park, Y. S., Nendaz, M. R., & Bochatay, N. (2023). Development and validity evidence for the intraprofessional conflict exercise: An assessment tool to support collaboration. PloS one, 18(2), e0280564. https://doi.org/10.1371/journal.pone.0280564Links to an external site..
Sawada, U., Shimazu, A., Kawakami, N., Miyamoto, Y., Speigel, L., & Leiter, M. P. (2021). The Effects of the Civility, Respect, and Engagement in the Workplace (CREW) Program on Social Climate and Work Engagement in a Psychiatric Ward in Japan: A Pilot Study. Nursing reports (Pavia, Italy), 11(2), 320–330. https://doi.org/10.3390/nursrep11020031Links to an external site..
Zickerick, B., Thönes, S., Kobald, S. O., Wascher, E., Schneider, D., & Küper, K. (2020). Differential Effects of Interruptions and Distractions on Working Memory Processes in an ERP Study. Frontiers in human neuroscience, 14, 84. https://doi.org/10.3389/fnhum.2020.00084Links to an external site..
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