Workplace Environment Assessment
Clearly, diagnosis is a critical aspect of healthcare. However, the ultimate purpose of a diagnosis is the development and application of a series of treatments or protocols. Isolated recognition of a health issue does little to resolve it.
In this module’s Discussion, you applied the Clark Healthy Workplace Inventory to diagnose potential problems with the civility of your organization. In this Portfolio Assignment, you will continue to analyze the results and apply published research to the development of a proposed treatment for any issues uncovered by the assessment.
To Prepare:
- Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
- Review the Work Environment Assessment Template.
- Reflect on the output of your Discussion post regarding your evaluation of workplace civility and the feedback received from colleagues.
- Select and review one or more of the following articles found in the Resources:
Clark, Olender, Cardoni, and Kenski (2011)
Clark (2018)
Clark (2015)
Griffin and Clark (2014)
The Assignment (3-6 pages total):
Part 1: Work Environment Assessment (1-2 pages)
- Review the Work Environment Assessment Template you completed for this Module’s Discussion.
- Describe the results of the Work Environment Assessment you completed on your workplace.
- Identify two things that surprised you about the results and one idea you believed prior to conducting the Assessment that was confirmed.
- Explain what the results of the Assessment suggest about the health and civility of your workplace.
Part 2: Reviewing the Literature (1-2 pages)
- Briefly describe the theory or concept presented in the article(s) you selected.
- Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment.
- Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)
- Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
- Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.
18 American Nurse Today Volume 10, Number 11 www.AmericanNurseToday.com
“I believe we can
change the world if we
start listening to one
another again. Simple,
honest, human con-
versation…a chance to
speak, feel heard, and
[where] we each listen
well…may ultimately
save the world.”
Margaret J. Wheatley,
EdD
GIVEN the stressful healthcare
workplace, it’s no wonder nurses
and other healthcare professionals
sometimes fall short of communi-
cating in respectful, considerate
ways. Nonetheless, safe patient care
hinges on our ability to cope with
stress effectively, manage our emo-
tions, and communicate respectful-
ly. Interactions among employees
can affect their ability to do their
jobs, their loyalty to the organiza-
tion, and most important, the deliv-
ery of safe, high-quality patient
care.
The American Nurses Associa-
tion (ANA) Code of Ethics for
Nurses with Interpretive Statements
clearly articulates the nurse’s obli-
gation to foster safe, ethical, civil
workplaces. It requires nurses “to
create an ethical environment and
culture of civility and kindness,
treating colleagues, coworkers, em-
ployees, students, and others with
dignity and respect” and states that
“any form of bullying, harassment,
intimidation, manipulation, threats,
or violence will not be tolerated.”
However, while nurses need to
learn and practice skills to address
uncivil encounters, or-
ganization leaders and
managers must create
an environment where
nurses feel free and
empowered to speak
up, especially regard-
ing patient safety
issues.
All of us must strive
to create and sustain
civil, healthy work en-
vironments where we
communicate clearly and effectively
and manage conflict in a respectful,
responsible way. The alternative—
incivility—can have serious and
lasting repercussions. An organiza-
tion’s culture is linked closely with
employee recruitment, retention,
and job satisfaction. Engaging in
clear, courteous communication fos-
ters a civil work environment, im-
proves teamwork, and ultimately
enhances patient care.
In many cases, addressing inci-
vility by speaking up when it hap-
pens can be the most effective
way to stop it. Of course, mean-
ingful dialogue and effective com-
munication require practice. Like
bowel sound auscultation and na-
sogastric tube insertion, communi-
cation skills can’t be mastered
overnight. Gaining competence in
civil communication takes time,
training, experience, practice, and
feedback.
LEARNING OBJECTIVES
1. Identify components of a healthy
workplace.
2. Discuss how to prepare for a chal-
lenging conversation.
3. Describe models for conducting a
challenging conversation.
The planners of this
CNE
activity have disclosed no
relevant financial relationships with any commercial
companies pertaining to this activity. See the last page
of the article to learn how to earn CNE credit. The
author has disclosed that she receives royalties and
consulting fees pertaining to this topic. The article
was peer reviewed and determined to be free of bias.
Expiration: 11/1/18
CNE
1.0 contact
hours
Conversations
to inspire and promote a
more civil workplace
Let’s end the silence that surrounds incivility.
By Cynthia M. Clark,
PhD, RN, ANEF, FAAN
www.AmericanNurseToday.com November 2015 American Nurse Today 19
What makes for a healthy
workplace?
The American Association of Criti-
cal-Care Nurses has identified six
standards for establishing and sus-
taining healthy work environ-
ments—skilled communication, true
collaboration, effective decision-
making, appropriate staffing, mean-
ingful recognition, and authentic
leadership.
In my own research, I’ve found
that healthy work environments al-
so require:
• a shared organizational vision,
values, and team norms
• creation and sustenance of a
high level of individual, team,
and organizational civility
• emphasis on leadership, both
formal and informal
• civility conversations at all orga-
nizational levels.
I have developed a workplace
inventory that individuals and
groups within organizations can use
as an evidence-based tool to raise
awareness, assess the perceived
health of an organization, and de-
termine strengths and areas for im-
provement. The inventory may be
completed either individually or by
all team members, who can then
compare notes to determine areas
for improvement and celebrate and
reinforce areas of strength. (See
Clark Healthy Workplace Inventory
.)
How to engage in challenging
conversations
One could argue that to attain a
high score on nearly every invento-
ry item, healthy communication
must exist in the organization. So
leaders need to encourage open
discussion and ongoing dialogue
about the elements of a healthy
workplace. Sharing similarities as
well as differences and spending
time in conversation to identify
strategies to enhance the workplace
environment can prove valuable.
But in many cases, having such
conversations is easier said than
done. For some people, engaging
directly in difficult conversations
causes stress. Many nurses report
they lack the essential skills for hav-
ing candid conversations where
emotions run high and conflict-
negotiation skills are limited. Many
refrain from speaking with uncivil
individuals even when a candid
conversation clearly is needed, be-
cause they don’t know how to or
because it feels emotionally unsafe.
Some nurses lack the experience
and preparation to directly address
incivility from someone in a higher
position because of the clear power
differential or a belief that it won’t
change anything. The guidelines be-
low can help you prepare for and
engage in challenging conversations.
Reflecting, probing, and
committing
Reflecting on the workplace culture
and our relationships and interac-
tions with others is an important
step toward improving individual,
team, and organizational success.
When faced with the prospect of
having a challenging conversation,
we need to ask ourselves key ques-
tions, such as:
• What will happen if I engage in
this conversation, and what will
happen if I don’t?
• What will happen to the patient
if I stay silent?
In the 2005 report “Silence Kills:
The Seven Crucial Conversations
for Healthcare,” the authors identi-
fied failing to speak up in disre-
spectful situations as a serious com-
munication breakdown among
healthcare professionals, and they
asserted that such a failure can
have serious patient-care conse-
quences. In a subsequent report,
“The Silent Treatment: Why Safety
Tools and Checklists Aren’t Enough
to Save Lives,” the authors suggest-
ed a multifaceted organizational ap-
proach to creating a culture where
people speak up effectively when
they have concerns. This approach
includes several recommendations
and sources of influence, including
improving each person’s ability to
be sure all healthcare team mem-
bers have the skills to be “200% ac-
countable for safe practices.” Ways
to acquire safe practice skills in-
clude education and training, script
development, role-playing, and
practicing effective communication
skills for high-stakes situations.
Creating a safe zone
If you’ve decided to engage in a
challenging conversation with a
coworker who has been uncivil,
choose the time and place careful-
ly. Planning wisely can help you
create a safe zone. For example,
avoid having this conversation in
the presence of patients, family,
and other observers. Choose a set-
ting where both parties will have as
much emotional and physical safety
as possible.
Both should agree on a mutual-
ly beneficial time and place to
meet. Ideally, the place should be
quiet, private, away from others
(especially patients), and con-
ducive to conversation and prob-
lem-solving. Select a time when
both parties will be free of inter-
ruptions, off shift, and well-rested.
If a real or perceived power differ-
ential exists between you and the
other person, try to have a third
party present.
You may need to initiate the
conversation by asking the other
person for a meeting. Suppose
you and your colleague Sam dis-
agree over the best way to per-
form a patient care procedure.
You might say something like,
“Sam, I realize we have different
approaches to patient care. Since
we both agree patient safety is our
top concern, I’m confident that if
we sit down and discuss possible
solutions, we can work this out.
When would you like to get to-
gether to discuss this?”
Before the meeting, think about
how you might have contributed to
the situation or conflict; this can
help you understand the other per-
20 American Nurse Today Volume 10, Number 11 www.AmericanNurseToday.com
You can use the inventory below to help determine the health of your workplace. To complete it, carefully read the 20 statements
below. Using a scale of 1 to 5, check the response that most accurately represents your perception of your workplace. Check 5 if
the statement is completely true, 4 if it’s somewhat true, 3 if it’s neutral, 2 if it’s somewhat untrue, and 1 if it’s completely untrue.
Then total the number values of your responses to determine the overall civility score. Scores range from 20 to 100. A score of 90
to 100 indicates a very healthy workplace; 80 to 89, moderately healthy; 70 to 79, mildly healthy; 60 to 69, barely healthy; 50 to 59,
unhealthy; and less than 50, very unhealthy.
Completely Somewhat Neutral Somewhat Completely
Statement true (5) true (4) (3) untrue (2) untrue (1)
Members of the organization “live” by a shared vision □ □ □ □ □
and mission based on trust, respect, and collegiality.
There is a clear and discernible level of trust □ □ □ □ □
between and among formal leadership and
other members of the workplace.
Communication at all levels of the organization □ □ □ □ □
is transparent, direct, and respectful.
Employees are viewed as assets and valued □ □ □ □ □
partners within the organization.
Individual and collective achievements are celebrated □ □ □ □ □
and publicized in an equitable manner.
There is a high level of employee satisfaction, □ □ □ □ □
engagement, and morale.
The organizational culture is assessed on an ongoing □ □ □ □ □
basis, and measures are taken to improve it based on
results of that assessment.
Members of the organization are actively engaged in □ □ □ □ □
shared governance, joint decision-making, and policy
development, review, and revision.
Teamwork and collaboration are promoted and evident. □ □ □ □ □
There is a comprehensive mentoring program for □ □ □ □ □
all employees.
There is an emphasis on employee wellness and self-care. □ □ □ □ □
There are sufficient resources for professional growth □ □ □ □ □
and development.
Employees are treated in a fair and respectful manner. □ □ □ □ □
The workload is reasonable, manageable, and fairly □ □ □ □ □
distributed.
Members of the organization use effective conflict- □ □ □ □ □
resolution skills and address disagreements in a
respectful and responsible manner.
The organization encourages free expression of diverse □ □ □ □ □
and/or opposing ideas and perspectives.
The organization provides competitive salaries, benefits, □ □ □ □ □
compensations, and other rewards.
There are sufficient opportunities for promotion and □ □ □ □ □
career advancement.
The organization attracts and retains the □ □ □ □ □
“best and the brightest.”
The majority of employees would recommend the □ □ □ □ □
organization as a good or great place to work to
their family and friends.
© 2014 Cynthia M. Clark
Clark Healthy Workplace Inventory
www.AmericanNurseToday.com November 2015 American Nurse Today 21
son’s perspective. The clearer you
are about your possible role in the
situation, the better equipped you’ll
be to act in a positive way. Re-
hearsing what you intend to say al-
so can help.
Preparing for the conversation
Critical conversations can be stress-
ful. While taking a direct approach
to resolving a conflict usually is the
best strategy, it takes fortitude,
know-how—and practice, practice,
practice. Prepare as much as possi-
ble. Before the meeting, make sure
you’re adequately hydrated and
perform deep-breathing exercises
or yoga stretches.
On the scene
When the meeting starts, the two
of you should set ground rules,
such as:
• speaking one at a time
• using a calm, respectful tone
• avoiding personal attacks
• sticking to objective information.
Each person should take turns
describing his or her perspective in
objective language, speaking di-
rectly and respectfully. Listen ac-
tively and show genuine interest in
the other person. To listen actively,
focus on his or her message in-
stead of thinking about how you’ll
respond. If you have difficulty lis-
tening and concentrating, silently
repeat the other person’s words to
yourself to help you stay focused.
Stay centered, poised, and fo-
cused on patient safety. Avoid be-
ing defensive. You may not agree
with the other person’s message,
but seek to understand it. Don’t in-
terrupt or act as though you can’t
wait to respond so you can state
your own position or impression.
Be aware of your nonverbal
messages. Maintain eye contact and
an open posture. Avoid arm cross-
ing, turning away, and eye rolling.
The overall goal is to find an
interest-based solution to the situa-
tion. The intention to seek com-
mon ground and pursue a com –
promise is more likely to yield a
win-win solution and ultimately im-
prove your working relationship.
Once you and the other person
reach a resolution, make a plan for
a follow-up meeting to evaluate
your progress on efforts at resolv-
ing the issue.
Framework for engaging in
challenging conversations
Cognitive rehearsal is an evidence-
based framework you can use to
address incivility during a challeng-
ing conversation. This three-step
process includes:
• didactic and interactive learning
and instruction
• rehearsing specific phrases to
use during uncivil encounters
• practice sessions to reinforce in-
struction and rehearsal.
Using cognitive rehearsal can
lead to improved communication, a
more conflict-capable workforce,
greater nurse satisfaction, and im-
proved patient care.
DESC model
Various models can be used to
structure a civility conversation.
One of my favorites is the DESC
model, which is part of Team-
STEPPS—an evidence-based team-
work system to improve communi-
cation and teamwork skills and, in
turn, improve safety and quality
care. Using the DESC model in
conjunction with cognitive rehears-
al is an effective way to address
specific incivility incidents. (See
DESC in action: Three scenarios.)
Other acceptable models exist
for teaching and learning effective
communication skills and becom-
ing conflict-capable. In each mod-
el, the required skills are learned,
practiced, and reinforced until re-
sponses become second nature.
Another key feature is to have the
learner make it his or her own; al-
though a script can be provided, it
should be used only to guide de-
velopment of the learner’s personal
response.
Nurturing a civil and
collaborative culture
Addressing uncivil behavior can be
difficult, but staying silent can in-
crease stress, impair your job per-
formance and, ultimately, jeopard-
ize patient care. Of course, it’s
easier to be civil when we’re re-
laxed, well-nourished, well-hydrat-
ed, and not overworked. But over
the course of a busy workday,
stress can cause anyone to behave
disrespectfully.
When an uncivil encounter oc-
curs, we may need to address it by
having a critical conversation with
the uncivil colleague. We need to
be well-prepared for this conversa-
tion, speak with confidence, and
use respectful expressions. In this
way, we can end the silence that
surrounds incivility. These encoun-
ters will be more effective when
we’re well-equipped with such
tools as the DESC model—and
when we’ve practiced the required
skills over and over until we’ve
perfected them.
Effective communication, con-
flict negotiation, and problem-solv-
ing are more important than ever.
For the sake of patient safety,
healthcare professionals need to
focus on our higher purpose—pro-
viding safe, effective patient care—
and communicate respectfully with
each other. Differences in social-
ization and educational experi-
ences, as well as a perceived pow-
er differential, can put physicians
and nurses at odds with one an-
other. 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. �
Cynthia M. Clark is a nurse consultant with ATI
Nursing Education and professor emeritus at Boise
State University in Boise, Idaho. Names in scenarios
are fictitious.
For a list of selected references, visit American
NurseToday.com/?p=21641.
22 American Nurse Today Volume 10, Number 11 www.AmericanNurseToday.com
DESC in action: Three scenarios
The DESC model for addressing incivility has four elements:
D: Describe the specific situation.
E: Express your concerns.
S: State other alternatives.
C: Consequences stated.
The scenarios below give examples of how to use the DESC
model to address uncivil workplace encounters.
Nurses Sandy and Claire
At the beginning of her shift, Sandy receives a handoff report
from Claire, who has just finished her shift.
“Geez, Sandy, where have you been? You’re late as usual. I can’t
wait to get out of here. See if you can manage to get this informa-
tion straight for once. You should know Mary Smith by now. You
took care of her yesterday. She was on 4S forever; now she’s our
problem. You need to check her vital signs. I’ve been way too busy
to do them. So, that’s it—I’m out of here. If I forgot something, it’s
not my problem. Just check the chart.”
Not only is Claire rude and disrespectful, but she also is put-
ting the patient at risk by providing an incomplete report.
Here’s how Sandy might address the situation.
Describe:“Claire, I can see you’re in a hurry, and I understand
you’re upset because I’m late. We can talk about that when we
have more time. For now, I don’t feel like I’m getting enough
information to do my job effectively.”
Explain: “Talking about Mrs. Smith in a disrespectful way and
rushing through report can have a serious impact on her care.”
State: “I know we’re both concerned about Mrs. Smith, so
please give me a more detailed report so I can provide the
best care possible.”
Consequence:“Without a full report, I may miss an important
piece of information, and this could compromise Mrs. Smith’s
care.”
Nurse manager Alice and staff nurse Kathy
The anxiety level may rise for a nurse who experiences incivili-
ty from a higher-up. The following scenario illustrates an unciv-
il encounter between Alice, a nurse manager, and Kathy, a staff
nurse.
“Hey Kathy, I just found out Nicole called in sick, so you’re going to
have to cover her shift. We’re totally shorthanded, so you need to
stay. You may not like the decision, but that’s just the way it is.”
Kathy is unable—and frankly, unwilling—to work a double
shift. Exhausted, she’d planned to spend time with her family
this evening. Also, she has worked three extra shifts this
month. She decides she needs to deal with this situation now
instead of setting up a meeting with Alice later in the week.
Here’s how she might use the DESC model with her manager.
Describe:“Alice, I can appreciate the need to cover the unit
because of Nicole’s illness. We all agree that having adequate
staff is important for patient care.”
Explain:“I’m exhausted, and because I have recently covered
other shifts, I’m less prepared to administer safe, high-quality
care.”
State:“I realize that as manager, it’s your responsibility to
make sure we have adequate staff for the oncoming shift. But
I’d like to talk about alternatives because I’m unable to work an
additional shift today.”
Consequence:“Let’s work together to discuss alternatives for
covering Nicole’s shift. It’s important for me to have a voice in
decisions that affect me.”
For a staff nurse, addressing a manager can be daunting. To
have a critical conversation with an uncivil superior in an effort
to put an end to the problem, you need the courage to be as-
sertive. Engaging in stress-reducing and self-care activities and
practicing mindfulness can boost your courage so you’ll be
prepared. Most of all, you need to practice and rehearse effec-
tive communication skills until you feel comfortable using
them.
A 2014 study by Laschinger et al. found a compelling rela-
tionship between meaningful leadership and nurse empower-
ment and their impact on creating civility and decreasing
nurse burnout. This study underscores the need for leadership
development to enable nurse managers to foster civil work en-
vironments. To create and sustain a healthy environment, all
members of the organization need to receive intentional and
ongoing education focused on raising awareness about incivil-
ity; its impact on individuals, teams, and organizations; and
most important, its consequences on patient care and safety.
Nurse Tom and Dr. Jones
This scenario depicts an uncivil encounter between a nurse
and a physician.
Tom is concerned about Mr. Brown, a patient who’s 2 days postop
after abdominal surgery for a colon resection. On the second
evening after surgery, Mr. Brown’s blood pressure increases. Tom
watches him closely and continues to monitor his vital signs. As
the night wears on, Mr. Brown’s blood pressure continues to rise,
his breathing seems more labored, and his heart rate increases.
Tom calls Dr. Jones, the attending physician, to report his find-
ings. Dr. Jones chuckles and says, “He’s just anxious. Who wouldn’t
be in his condition?” and hangs up. Undaunted, Tom calls back
and insists Dr. Jones return to the unit to assess Mr. Brown. Reluc-
tantly, Dr. Jones comes to the unit, peeks into Mr. Brown’s room
without assessing him, and chastises Tom in front of his col-
leagues and other patients about his “ridiculous overreaction.”
Tom politely asks Dr. Jones to meet with him in an empty meeting
room. Here’s how Tom uses DESC to address the situation.
Describe: “Dr. Jones, I’d like to explain something. Please hear
me out before you comment. I am a diligent nurse with exten-
sive patient care experience.”
Explain:“I know that as Mr. Brown’s attending physician,
you’re committed to his safety. I assure you that everyone on
the healthcare team shares your concern, including me. I
called you immediately after determining persistent and no-
table changes in Mr. Brown’s vital signs.”
State:“Because we are all concerned about Mr. Brown’s care, it
would be best if you conducted an assessment and addressed
me in a respectful manner so we can provide the best care
possible. I will show you the same respect.”
Consequence:“Disregarding important information or allow-
ing your opinion of me to influence your response could com-
promise Mr. Brown’s care. We need to work together as a team
to provide the best care possible.”
www.AmericanNurseToday.com November 2015 American Nurse Today 23
Please mark the correct answer online.
1. The American Association of
Critical-Care Nurses does not identify
which of the following as a
characteristic of a healthy workplace?
a. Skilled communication
b. Informal leadership
c. True collaboration
d. Meaningful recognition
2. A healthy work environment
requires:
a. civility conversations at the highest
level of the organization.
b. emphasis on formal rather than
informal leadership.
c. shared organizational vision, values,
and norms.
d. individualized values and norms.
3. When considering whether to have
a challenging conversation, which key
question should you ask yourself?
a. Is the person I need to talk to a full-
time employee?
b. Do I have enough experience to
have the conversation?
c. How many years have I worked at
this facility?
d. What will happen to the patient if I
stay silent?
4. Which of the following helps to
create a safe zone for a challenging
conversation?
a. Agreeing on a mutually beneficial
time to meet
b. Having the conversation in the
presence of patients
c. Having the conversation in the
presence of family members
d. Choosing a time immediately after
the other person’s shift
5. If a power differential exists
between you and the other person, an
effective approach is to:
a. keep the matter between the two of
you.
b. have a third party present.
c. have a security officer attend the
meeting.
d. refrain from having the
conversation.
6. Which of the following is an
appropriate action during a challenging
conversation?
a. Interrupt as needed.
b. Talk quickly.
c. Cross your arms.
d. Maintain eye contact.
7. The first step of cognitive rehearsal
is:
a. describing your position in objective
terms.
b. rehearsing specific phrases to use
during uncivil encounters.
c. undergoing didactic and interactive
learning and instruction.
d. having a practice session to
reinforce instruction and rehearsal.
8. What is the first element of the
DESC model?
a. Describe the specific situation.
b. Discuss your concerns.
c. Define your solution.
d. Detail the alternatives.
9. What is the last element of the DESC
model?
a. Coordinate your response.
b. Consider the setting.
c. Consequences stated.
d. Concerns stated.
10. Which statement about challenging
conversations is correct?
a. Nurses have an innate ability to
have these conversations.
b. The person who called the meeting
should dominate the discussion.
c. Agreeing with the other person’s
message is important.
d. After the resolution, the participants
should schedule a follow-up
meeting.
POST-TEST • Conversations to inspire and promote a more civil workplace
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companies pertaining to this CNE. See the last page of the
article to learn how to earn CNE credit.
CNE: 1.0 contact hours
CNE
Work Environment Assessment
Template
Use this document to complete the Module 4
Workplace Environment Assessment
.
|
Summary of Results – Clark Healthy Workplace Inventory |
|
Identify two things that surprised you about the results. Also identify one idea that you believed prior to conducting the Assessment that was confirmed. |
|
What do the results of the Assessment suggest about the health and civility of your workplace? |
|
Briefly describe the theory or concept presented in the article(s) you selected. Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment. |
|
Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples. |
|
General Notes/Comments |
Work Environment Assessment
Template
© 2018 Laureate Education Inc.
1
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>INTRODUCTION
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e
There is always an occ
u
rrence of competing demands whenever management is
for
c
ed
to require or develops a requirement of wanting more work to be done with less available
resource
s for the chosen amount of work
.
This is usually dependent on the use of limit
ed resources
—
generally trying to do and achieve a certain amount of work with minimal resources.
There is a tendency for tension in resource allocation or even prioritization whenever there is
com
pa
rable importance regarding the competing demands to the de
cision
–
makers or the
managers. The struggle to
have
and meet the competing demands has led to many abstractions in
organization studies that call fo
r a
well
–
balanced experience
in regards t
o
exploitation and
exploration, efficiency, and flexibility.
(
Al Kh
ajeh,
2018
)
where was your purpose statement?
Identify and describe at least two competing needs impacting your selected
healthcare issue/stressor
:
incorrect
level heading
forma
t
–
please look this
up
In this case, as per the selected stressor or rather
issue in the healthcare sector, it is
about pricing and how it has been misused and therefore caused challenges for individuals
seeking healthcare services. Pricing, regardless of the means used by individuals, usually has an
impact on healthcare. Regardin
g
transpare
ncy in healthcare pricing, there are competing needs
that directly or indirectly impact the issue, including the need for patients to get the key to
resolving their health issues such as ailments.
(
Al Khajeh,
2018)
punctuation belongs after not
before
citatio
n
s
Another competing need in this regard is the healthcare practice or service provider’s
ability to offer excellent treatment and care for the ailments of all patients regardless of their
payment methods and prices. Some different issues an
d challenges arise due to a lack of
transparency regarding prices in the healthcare sector. Sometimes hospital bills are too huge
for
clients of specific hospitals to wrap their heads around what causes all the expenses. Some
hospital procedures are covere
d by different payment methods, such as health insurance, while
others are not covered. Therefore, patients need to understand what causes all the bills they
have to
pay. Unclear communication from the healthcare providers could lead to a lack of
transpare
ncy in the prices listed for the various services and treatments being offered. Therefore,
healthcare providers are obliged to offer a clear and transparent pricing service to their patients.
This is among the top challenges regarding healthcare in the cou
ntry and remains one of the top
reasons why healthcare services are so expensive for the
people.
(Al Khajeh, 2018)
period
belongs after not before the
citation
Describe a relevant policy or practice in your organization that may influence
your selected healthcare issue/stressor
: incorrect format
There is a policy regarding price transparency in the organization that describes why
patients’ prices may vary depend
ing on the payment source for the selected or rather requested
service. The policy is in place to allow patients to know their charges only after describing and
letting the healthcare provider know who will be paying for their bills. Depending on who is
pa
ying the bill, the prices are variabl
e. (
Al Khajeh, 2018
)
You have one source for everything?
At the graduate level I expect to see you investigate much more of the literatur
e
Therefore, the patient cannot clearly understand the right and correct price fo
r a
particular procedure or service at a healthcare center. Based on this, the lack of pricing
information for the patients is a crucial factor that plays a considerable role in escalating the
entire issue of lack of price transparency in the healthcare sy
stem. The fact that the individual
seeking healthcare does not have easy access to princess regarding the healthcare services they
are looking for means little to no effort to boost price transparency. To achieve success in clarity
or transparency in pricing in the healthcare sector, these policies have to be implemented by providing clear information to patients.(Al Khajeh, 2018)
Critique the policy for ethical considerations and explain the policy’s strengths and challenges in promoting ethics.
There has been a lot of criticism when it comes to price transparency and how it has affected many healthcare providers, primarily because most of these healthcare service providers have little to zero transparency. The policy sbfh nhat what is this? there are different prices of the same healthcare service based on who will pay the bill is ineffective for patients who want to make a financial decision before seeking the needed health service. The policy describes pricing based on paying the fees for the medical services offered, which means patients cannot budget for their specific treatments or procedures. (Appelbaum et al. 2017) et al., 2017
One of the key strengths of the policy mentioned above is that it strives to keep healthcare information as private as possible, allowing only those seeking the essential service to get the information at the critical moment of the service delivery. The real challenge of the policy is financial. This means that if a patient requests service, the patient will not be in a position to know what the procedure will cost right away. This hinders personal budgeting and other financial plans for the affected individuals. This results in a negative perception of healthcare services offered because of a lack of transparency which is an apparent reason for trust issues to crop up between the two involved parties.(Appelbaum et al. 2017)
Recommend one or more policy or practice changes designed to balance the competing needs of resources, workers, and patients, while addressing any ethical shortcomings of the existing policies. Be specific and provide examples.
An excellent recommendation here would be to have and develop materials with crucial information for the patients regarding the various procedures and the different procedures cost, all this while clarifying the different situations under which the various pricing options fall under. Such material would provide an easy way for the patients to differentiate the various conditions under which the other prices will apply and for what procedures. In most cases, other issues send individuals to seek healthcare services. (Lau et al. 2017) this sentence makes no sense, and again you have a citation format issue
Therefore, such procedures you do not use therefore as the first word in a paragraph and I have no idea what procedures you are referring to- you are too vague should be easily explained to allow patients to understand what they are looking for and therefore know what they will eventually pay for. Therefore, this information will be given to patients once they make their initial inquiry regarding the specific procedure they are looking for. There is a high chance that, for the patients that rely on insurance for their payment, they will get the information and be able to make a quick decision on whether to go for the treatment or not. Meanwhile, there will always be a crop of patients who will not want to care whether there are different prices based on who will be paying, and therefore, they will always not spend their time going through the material for the information included on it. (Rehman, Mohamed &Ayoup, 2019) this is a run-on sentence that makes no sense and again a citation issue
Cite evidence that informs the healthcare issue/stressor and the policies and provides two scholarly resources supporting your policy or practice recommendation.
A study was done titled, ”
“An evaluation of patient education materials based on the internet: will patients understand them?”
” This study was done by authors Nitin Agarwal, David Hansberry, Elizabeth John, and Prateek Agarwal. This is not how you cite an article In the study, the authors analyze analysis on the efficacy of education materials for patients. The information is about various genres of the healthcare sector. There was evidence presented in the study that providing education materials to patients is of great help. Still, it is all about whether the patients understood the information submitted to them or not. This factor is determined by the level of the grade used to build the education materials.
Where is conclusion?
Page Break
REFERENCES:
Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human Resources Management Research, 2018, 1-10. Where is volume and issue? What is the year doing here?
Appelbaum, S. H., Calla, R., Desautels, D., & Hasan, L. (2017). The challenges of organizational agility (part 1). Industrial and Commercial Training. Is this a book? And article? A random website?
Lau, P. Y. Y., Tong, J. L. T., Lien, B. Y. H., Hsu, Y. C., & Chong, C. L. (2017). Ethical work climate, employee commitment and proactive customer service performance: Test of the mediating effects of organizational politics. Journal of Retailing and Consumer Services, 35, 20-26.
Rehman, S. U., Mohamed, R., &Ayoup, H. (2019). The mediating role of organizational capabilities between organizational performance and its determinants. Journal of Global Entrepreneurship Research, 9(1), 1-23.
INTRODUCTION:
Title belongs
her
e
There is always an occurrence of competing demands whenever management is forced
to require or develops a requirement of wanting more work to be done with less available
resources for the chosen amount of work. This is usually dependent on the use of limit
ed
resource
s
—
generally trying to do and achieve a certain amount of work with minimal resources.
There is a tendency for tension in resource allocation or even prioritization whenever there is
comparable importance regarding the competing demands to the de
cision
–
makers or the
managers. The struggle to have and meet the competing demands has led to many abstractions in
organization studies that call for a well
–
balanced experience
in regards t
o
exploitation and
exploration, efficiency, and flexibility.
(
Al Kh
ajeh,
2018
)
where was your purpose statement?
Identify and describe at least two competing needs impacting your selected
healthcare issue/stressor
:
incorrect level heading format
–
please look this
u
p
In this case, as per the selected stressor or rather
issue in the healthcare sector, it is
about pricing and how it has been misused and therefore caused challenges for individuals
seeking healthcare services. Pricing, regardless of the means used by individuals, usually has an
impact on healthcare. Regardin
g transparency in healthcare pricing, there are competing needs
that directly or indirectly impact the issue, including the need for patients to get the key to
resolving their health issues such as ailments.
(
Al Khajeh,
2018
)
punctuation belongs after not
before
citation
s
Another competing need in this regard is the healthcare practice or service provider’s
ability to offer excellent treatment and care for the ailments of all patients regardless of their
payment methods and prices. Some different issues an
d challenges arise due to a lack of
transparency regarding prices in the healthcare sector. Sometimes hospital bills are too huge
for
clients of specific hospitals to wrap their heads around what causes all the expenses. Some
hospital procedures are covere
d by different payment methods, such as health insurance, while
others are not covered. Therefore, patients need to understand what causes all the bills they
have
t
o
pay. Unclear communication from the healthcare providers could lead to a lack of
transpare
ncy in the prices listed for the various services and treatments being offered. Therefore,
healthcare providers are obliged to offer a clear and transparent pricing service to their patients.
This is among the top challenges regarding healthcare in the cou
ntry and remains one of the top
reasons why healthcare services are so expensive for the
people.
(
Al Khajeh,
2018
)
period
belongs after not before the
citatio
n
Describe a relevant policy or practice in your organization that may influence
your selected healthcare issue/stressor
:
incorrect
forma
t
There is a policy regarding price transparency in the organization that describes why
patients’ prices may vary depend
ing on the payment source for the selected or rather requested
service. The policy is in place to allow patients to know their charges only after describing and
letting the healthcare provider know who will be paying for their bills. Depending on who is
pa
ying the bill, the prices are variabl
e
.
(
Al Khajeh, 2018
)
You have one source for everything?
At the graduate level I expect to see you investigate much more of the literatur
e
Therefore, the patient cannot clearly understand the right and correct price fo
r a
particular procedure or service at a healthcare center. Based on this, the lack of pricing
information for the patients is a crucial factor that plays a considerable role in escalating the
entire issue of lack of price transparency in the healthcare sy
stem. The fact that the individual
seeking healthcare does not have easy access to princess regarding the healthcare services they
are looking for means little to no effort to boost price transparency. To achieve success in clarity
1
Title of the Paper in Full Goes Here
Student Name Here
Program Name or Degree Name, Walden University
Course Number, Section, and Title
(Example: NURS 0000 Section 01, Title of Course)
Instructor Name
Month, Day, Year
(enter the date submitted to instructor)
Title of the Paper
This is your introductory paragraph designed to inform the reader of what you will cover in the paper. (BSN Students – Carefully follow your course-specific Grading Rubric concerning the content that is required for your assignment and the Academic Writing Expectations [AWE] level of your course.) This template’s formatting—Times New Roman 12-point font (other options include Calibri 11, Arial 11, Lucida Sans Unicode 10, and Georgia 11), double spacing, 1” margins, 1/2” indentations beginning of each paragraph, page numbers, and page breaks—is set for you, and you do not need to change it. Do not add any extra spaces between the heading and the text (you may want to check Spacing under Paragraph, and make sure settings are all set to “0”). The ideas in this paper should be in your own words and supported by credible outside evidence. Cite the author, year of publication, and page number, if necessary, per APA. The introductory paragraph should receive no specific heading because the first section functions as your paper’s introduction. Build this paragraph with the following elements:
1.
Briefly detail what has been said or done regarding the topic.
2.
Explain the problem with what has been said or done.
3.
Create a purpose statement (also commonly referred to as a
thesis statement
) as the last sentence of this paragraph: “The purpose of this paper is to describe…”.
Level 1 Heading (Name According to the Grading Rubric Required Content)
This text will be the beginning of the body of the paper. Even though this section has a new heading, make sure to connect this section to the previous one so the reader can follow along with the ideas and research presented. The first sentence, or topic sentence, in each paragraph should transition from the previous paragraph and summarize the main point in the paragraph. Make sure each paragraph addresses only one topic. When you see yourself drifting to another idea, make sure you break into a new paragraph. Avoid long paragraphs that are more than three-fourths of a page. Per our program recommendations, each paragraph should be at least 3-4 sentences in length and contain a topic sentence, evidence, analysis, and a conclusion or lead out sentence. See the
MEAL plan
(Main idea, Evidence, Analysis, and Lead out) in the Writing Center. In your paragraphs, synthesize your resources/readings into your own words and avoid using direct quotations. In the rare instances you do use a direct quotation of a historical nature from a source, the page or paragraph numbers are also included in the citation. For example, Leplante and Nolin (2014) described burnout as “a negative affective response occurring as result of chronic work stress” (p. 2). When you transition to a new idea, you should begin a new paragraph.
Another Level 1 Heading (Name According to the Grading Rubric Required Content)
Here is another Level 1 heading. Again, the topic sentence of this section should explain how this paragraph is related to or a result of what you discussed in the previous section. Consider using transitions between sentences to help readers see the connections between ideas.
Be sure to credit your source(s) in your paper using APA style. The APA Manual 7th edition and the Walden Writing Center are your best citation resources. Writing Center resources are available at
https://academicguides.waldenu.edu/writingcenter/apa/citations
. You must appropriately and correctly cite all works used in your document.
The following paragraph provides examples of in-text citation examples. According to Leplante (2019), employers cause burnout when employees are stressed by too much work. Or you might write and cite in this manner: Employers cause burnout when employees are stressed by too much work (Leplante, 2019). When paraphrasing, the author name and year of publication in citations is required by APA to direct the reader to a specific source in the reference list.
Personal communications
are not listed in the reference page but are noted in text as (S. Wall, personal communication, May 24, 2019). This should immediately follow the content of the interview. Also, go to
Another Level 1 Heading (Name According to the Grading Rubric Required Content)
APA can seem difficult to master, but following the general rules becomes easier with use. The Writing Center also offers numerous
APA resources on its website
and can answer your questions via
. Prior to submitting your paper for grading, submit your draft to SafeAssign Drafts found in the left column of your course.
And so forth until the conclusion….
Conclusion
The conclusion section should recap the major points of your paper. Do not introduce new ideas in this paragraph; the conclusion should interpret what you have written and what it means in the bigger picture.
References
Please note that the following references are intended as examples only. List your own references in alphabetical order. Also, these illustrate different types of references; you are responsible for any citations not included in this list. In your paper, be sure every reference entry matches a citation, and every citation refers to an item in the reference list.
Journal Article; Two Authors; DOI
Leplante, J. P. & Nolin, C. (2014). Consultas and socially responsible investing in Guatemala: A case study examining Maya perspectives on the Indigenous right to free, prior, and informed consent. Society & Natural Resources, 27(4), 231–248.
https://doi.org/10.1080/08941920.2013.861554
Journal Article, Two Authors; URL
Eaton, T. V., & Akers, M. D. (20007). Whistleblowing and good governance. CPA Journal, 77(6), 66–71.
http://archives.cpajournal.com/2007/607/essentials/p58.htm
Journal Article, More Than Twenty Authors; DOI
Wiskunde, B., Arslan, M., Fischer, P., Nowak, L., Van den Berg, O., Coetzee, L., Juárez, U., Riyaziyyat, E., Wang, C., Zhang, I., Li, P., Yang, R., Kumar, B., Xu, A., Martinez, R., McIntosh, V., Ibáñez, L. M., Mäkinen, G., Virtanen, E., . . . Kovács, A. (2019). Indie pop rocks mathematics: Twenty One Pilots, Nicolas Bourbaki, and the empty set. Journal of Improbable Mathematics, 27(1), 1935–1968.
https://doi.org/xxx/xxxxxx
Book; One Author
Weinstein, J. A. (2019). Social change (3rd ed.). Rowman & Littlefield.
Book; Chapter in an Edited Book
Christensen, L. (2020). For my people: Celebrating community through poetry. In B. Bigelow, B. Harvey, S. Karp, & L. Miller (Eds.), Rethinking our classrooms: Teaching for equity and justice (Vol. 2; pp. 16–17). Rethinking Schools.
Professional Organization Web page
Centers for Disease Control and Prevention. (2018). Back to school.
https://www.cdc.gov/features/teens-back-to-school/index.html
Professional Organization Book
American Nurses Association. (2010). Nursing: Scope and standards of practice (2nd ed.).
Two or more works by same author in the same year
Wall, S. (2018a). Effects of friendship on children’s behavior. Journal of Social Psychology, 4(1), 101–105.
Wall, S. (2018b). Trials of parenting adolescents with deviant behaviors. Journal of Child Psychology, 4(12), 161–167.
Government Article
National Institute of Mental Health. (1990). Clinical training in serious mental illness (DHHS Publication No. ADM 90-1679). U.S. Government Printing Office.
Lecture Notes
Health effects of exposure to forest fires [Lecture notes]. (2019). Walden University Blackboard.
https://class.waldenu.edu
Personal Communication (Only Goes in Body of Paper and not in References)
Video
Walden University. (2009). Title of video here [Video]. Walden University Blackboard.
https://class.waldenu.edu
Television (Audio)
Important, I. M. (Producer). (1990, November 1). The nightly news hour [TV series episode]. Central Broadcasting Service.
APA Resources
You have other several options to assist you in the formulation of your reference page.
· Your American Psychological Association (APA) Manual is your best reference resource. Use the current edition with a copyright date of 2020.
· The Walden Writing Center also a great place for referencing advice at
https://academicguides.waldenu.edu/writingcenter/apa/references
.
· Citation and reference examples are provided in the ‘BSN TOP Ten References and Citations” handout found in the Writing Resources tab of the course. This document covers the 10 most commonly used reference and citation formats. You are responsible for looking up any that are not included on this list.
1
Name: NURS_6053_Module04_Week09_Assignment_Rubric
Exit
·
Grid View
·
List View
|
|
Excellent |
Good |
Fair |
Poor |
|
Part 1: Work Environment Assessment |
45 (45%) – 50 (50%) An accurate, detailed, and completed Work Environment Assessment Template is provided. |
40 (40%) – 44 (44%) An accurate and completed Work Environment Assessment Template is provided. |
35 (35%) – 39 (39%) A completed Work Environment Assessment Template that is vague or inaccurate is provided. |
0 (0%) – 34 (34%) A vague and inaccurate Work Environment Assessment Template is provided, or is missing. |
|
Part 2: Reviewing the Literature |
14 (14%) – 15 (15%) The responses accurately and thoroughly describe the theory or concept presented in the article selected. |
12 (12%) – 13 (13%) The responses accurately describe the theory or concept presented in the article selected. |
11 (11%) – 11 (11%) The responses describe the theory or concept presented in the article selected that is vague or inaccurate. |
0 (0%) – 10 (10%) The responses describe the theory or concept presented in the article selected that is vague and inaccurate, or is missing. |
|
Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams |
18 (18%) – 20 (20%) The responses clearly and thoroughly recommend in detail at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment. |
16 (16%) – 19 (19%) The responses accurately recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment. |
14 (14%) – 15 (15%)
The responses recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment that is vague or inaccurate, or only recommends one strategy. |
0 (0%) – 13 (13%) The responses recommend at least two strategies that can be implemented to address any shortcomings revealed in the Work Environment Assessment that is vague and inaccurate, only recommends one strategy, or is missing. |
|
Written Expression and Formatting – Paragraph Development and Organization: |
5 (5%) – 5 (5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity. |
4 (4%) – 4 (4%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. |
3.5 (3.5%) – 3.5 (3.5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60%–79% of the time. |
0 (0%) – 3 (3%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity < 60% of the time. No purpose statement, introduction, or conclusion was provided. |
|
Written Expression and Formatting – English writing standards: |
5 (5%) – 5 (5%)
Uses correct grammar, spelling, and punctuation with no errors. |
4 (4%) – 4 (4%)
Contains a few (1 or 2) grammar, spelling, and punctuation errors. |
3.5 (3.5%) – 3.5 (3.5%)
Contains several (3 or 4) grammar, spelling, and punctuation errors. |
0 (0%) – 3 (3%)
Contains many (≥ 5) grammar, spelling, and punctuation errors that interfere with the reader’s understanding. |
|
Written Expression and Formatting – The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, parenthetical/in-text citations, and reference list. |
5 (5%) – 5 (5%)
Uses correct APA format with no errors. |
4 (4%) – 4 (4%)
Contains a few (1 or 2) APA format errors. |
3.5 (3.5%) – 3.5 (3.5%)
Contains several (3 or 4) APA format errors. |
0 (0%) – 3 (3%)
Contains many (≥ 5) APA format errors. |
|
Total Points: 100 |
Name: NURS_6053_Module04_Week09_Assignment_Rubric
_1680464157.unknown
RE:
D
is
cussi
on
–
We
ek
7
COLLAP
S
E
Top
of
F
or
m
P
a
mella
than
ks
for
post
in
g.
The
environment
is
made
up
of
people
,
so
me
are
good
people
and
some
no
t
so
good.
How
we
respond
to
poor
be
havior
also
impacts
the
environment,
toler
at
ing
poor
behavior
is
like
con
do
ning
it
,
so it
continue
s,
or it
spreads.
How
can
you
be a
positive
force
in the
environment
?
Think
ab
out
your
past
2
4
hours?
Are
you a
complain
er?
Or
do you like to
figure
out
how
to
solve
problems
rather
than
just
complain
about
them?
Are you
always
nice
to
everyone,
no
matter?
Do
you
overlook
bad
behavior or
call
people out
who
are
not
being
nice?
Do you continue to
work
in a
place
where
bad behavior is
tolerated
or
even
perpetuated
at the
highest
levels?
ask
yourself
why.
We are also
part
of the environment and
things
we do or do not do
will
influ
ence
it to a
degree.
How
might
you
instruct
a
new
nurse,
on how to
learn
to be a positive
influence
?
Dr
S
REPLY
QUOTE
EMAIL AUTHOR
Bottom of Form
4 days ago
Vanessa Payne
RE:
Discussion
–
Week
7
Response
2
COLLAPSE
Top of Form
Pamella,
It is great to hear that your your workplace has a high civility rating. Clark did create a Work
Environment Inventory to “raise awareness, assess perceived health of an organization, and
determine areas of strength” and need for improvement (2015). I am c
urious why you chose to
use another of Clark’s assessments to determine the civility of your workplace. Did you feel that
the other one was more detailed? Was this the one you used more user friendly? Or was the
determining a score for your workplace easie
r to determine? I am always curious when facilities
look at themselves with the intent to find improvement and give credit to departments how their
assessments are different from other facilities and if one is better than the other. What are your
thoughts
on the assessments used? There are studies out there that are determining that using
“strategies that empower nurses” can assist with recruitment and retention of staff along with
decreasing burnout and ultimately incivility among the workforce (Spence Las
chinger et al.,
2009)
Clark, C.M. (2015). Conversations to inspire and promote a more civil workplace. American
Nurse Today, 10(11), 18
–
23. Retrieved http://www.americannursetoday.com/wp
–
content/uploads/2015/11/ant11
–
CE
–
Civility
–
1023
Spence Laschinger, H. K., Leiter, M., Day, A., & Gilin, D. (2009). Workplace empowerment, incivility, and burnout: Impact on staff nurse recruitment and retention outcomes. Journal of nursing management, 17(3), 302-311.
REPLY
QUOTE EMAIL AUTHOR
Bottom of Form
3 days ago
Dorothy Bassey
RE: Discussion – Week 7 Response # 2
COLLAPSE
Top of Form
Hello Pamela,
Quite an Interesting post. Compared to other work place environments, it shows your workplace is a more healthy and civil work environment. It shows that you have leaders with great leadership that is able to instill good team characteristics. According to Laureate 2009, good teams is made up of trust, respect, conflict resolution, commitment to each other, accountability, and attention to results. Having worked the ED for more than nine years, I feel there is more comradery among the team members because a lot of different factors with respect for one another being paramount. At the end of the day, all you have is each other. It was good to note from your post that there is zero tolerance for discrimination and the like at your workplace at all levels. The termination of the affected managers contract will serve as a deterrent to others. This notwithstanding, all workplace environment experiences a certain level of stress. It is therefore how that stress is managed among team members that makes the difference. Stress is a major contributor to incivility, which is why self-care and stress reduction is so important (Clark, Olender, Cardoni & Kenski (2011). Furthermore, in order foster civility in the workplace, leaders need to implement effective codes of conduct and policies, in addition to measures to reduce the damaging effects of stress in the workplace (Clark et al, 2011). It is my opinion that workplace culture goes much farther than the codes of conduct and policy. However, there has to be a structured method of control in order to apply disciplinary action if necessary.
References
Clark, C. M., Olender, L., Cardoni, C., & Kenski, D. (2011). Fostering Civility in Nursing Education and
Practice: Nurse Leader Perspectives. Journal of Nursing Administration, 41(7/8), 324–330. https://doi-org.ezp.waldenulibrary.org/10.1097/NNA.0b013e31822509c4
Laureate Education (Producer). (2009a). Working with Groups and Teams [Video file]. Baltimore, MD:
Author.
Bottom of Form
RE:
Discussion
–
Week
7
COLLAPSE
Pamella
thanks
for
posting.
The
environment
is
made
up
of
people,
some
are
good
people
and
some
not
so
good.
How
we
respond
to
poor
behavior
also
impacts
the
environment,
tolerating
poor
behavior
is
like
condoning
it,
so
it
continues,
or
it
spreads.
How
can
you
be
a
positive
force
in
the
environment?
Think
about
your
past
24
hours?
Are
you
a
complainer?
Or
do
you
like
to
figure
out
how
to
solve
problems
rather
than
just
complain
about
them?
Are
you
always
nice
to
everyone,
no
matter?
Do
you
overlook
bad
behavior
or
call
people
out
who
are
not
being
nice?
Do
you
continue
to
work
in
a
place
where
bad
behavior
is
tolerated
or
even
perpetuated
at
the
highest
levels?
ask
yourself
why.
We
are
also
part
of
the
environment
and
things
we
do
or
do
not
do
will
influ
ence
it
to
a
degree.
How
might
you
instruct
a
new
nurse,
on
how
to
learn
to
be
a
positive
influence
?
Dr
S
REPLY
QUOTE
EMAIL AUTHOR
4 days ago
Vanessa Payne
RE:
Discussion
–
Week
7
Response
2
COLLAPSE
Pamella,
It is great to hear that your your workplace has a high civility rating. Clark did create a Work
Environment Inventory to “raise awareness, assess perceived health of an organization, and
determine areas of strength” and need for improvement (2015). I am c
urious why you chose to
use another of Clark’s assessments to determine the civility of your workplace. Did you feel that
the other one was more detailed? Was this the one you used more user friendly? Or was the
determining a score for your workplace easie
r to determine? I am always curious when facilities
look at themselves with the intent to find improvement and give credit to departments how their
assessments are different from other facilities and if one is better than the other. What are your
thoughts
on the assessments used? There are studies out there that are determining that using
“strategies that empower nurses” can assist with recruitment and retention of staff along with
decreasing burnout and ultimately incivility among the workforce (Spence Las
chinger et al.,
2009)
Clark, C.M. (2015). Conversations to inspire and promote a more civil workplace. American
Nurse Today, 10(11), 18
–
23. Retrieved http://www.americannursetoday.com/wp
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content/uploads/2015/11/ant11
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CE
–
Civility
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