Assignment: Workplace Environment Assessment

Assignment: Workplace Environment Assessment

Week 9 Assignment:

Nurses like other professionals working in dynamic healthcare settings must forge and foster civility in their workplace to attain better patient outcomes. The nursing practice workplace environment comprises of different aspects that lead to positive conduct or behaviors that allow nurses to offer better care to patients. The negative acts of incivility, including bullying and lateral violence in a professional setting can harm, humiliate, offend and cause high levels of distress to other members leading to reduced job satisfaction levels, psychological trauma and eventual downturn in patient outcomes (Broome & Marshall, 2021). The purpose of this paper is to describe the outcomes of the work environment assessment and the implications of the level of civility and health of the workplace. It also shows a theory that is related to the outcomes and how it can be applied in the organization to build stronger teams. In its final part, the paper identifies literature-based strategies to bolster successful practices and address limitations revealed by the assessment.

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Part 1: Work Environment Assessment

i). Results of the Work Environment Assessment

The workplace environment assessment as a tool allows nurses to understand the level of civility in their practice settings and what the organizational management and leadership as well as individual nurse’s efforts and working in teams can accomplish irrespective of the complicated nature of healthcare provision. The results of the Clark Healthy Workplace Inventory show that my workplace attained a score of 90% which falls under the category of being a “very healthy and civil workplace.” The results were critical as the workplace has demonstrated better engagement of all stakeholders, especially nurses, in working collaboratively with other professionals and the management. The top rated attributes in the assessment included employee satisfaction, transparency and effective communication, motivation and morale as well as wellness and unity. These are personal motivation factors that are critical to the workplace to be considered as healthy (Henry et al., 2020). However, shared vision and sufficient promotion and career development opportunities got moderate scores. The organization also attained moderate to low scores based on factors that are closely associated with the management like policies on employee welfare and organizational culture and structure as well as those concerning immediate work environment on individual-associated attributes.

ii). Two Things that Surprised Me

Based on these results and overall analysis, two things surprised me. Firstly, while I knew that we were doing better, I never expected to attain a high score of 90%. The assessment revealed that more nurses considered the place to be civil and healthy despite a few occasions where they felt not well appraised. A closer analysis revealed that the entity and its management were keen on having a satisfying workplace for all individuals. The second thing that surprised me was that despite the exemplary perception of the organization and its leadership, the turnover rate among nurses was still high. A closer analysis showed that nurses were not satisfied with issues of benefits and salaries as well as limited promotion and career advancement opportunities. For instance, they noted that some nurses have been in the same positions for over six years making them to seek better opportunities that come with better benefits’ package.

iii). Idea Before and During the Assessment

One idea I believed before conducting this assessment was that despite certain and yet critical challenges that the workplace and the organization faced, it was still highly considered among nurses as the best place to work. The assessment confirmed this idea as the workplace had a score of 90 out of the 100 points, implying that it is civil and healthy. The implication is that civility happens when individuals in an organization and the leadership set parameters to model and engrain positive conduct and behaviors as well as practices and traditions to enhance confidence, trust, honesty and integrity (Broome & Marshall, 2021). The results suggest that my practice setting is healthy and civil as people model the best conduct to attract and retain talents in the organization. The results demonstrate that employees have a positive perception about the leadership and management of their affairs despite the current challenges. The success of the organization depends on effective strategies aimed at improving overall outcomes like ethical guidelines, having a productive workplace culture and better management of employee welfare.

Part II: Reviewing the Literature

i). Concept/Theory Presented in the Selected Articles

The selected article is by Clark (2019) and describes the concept of using a combination of cognitive rehearsal, simulation and evidence-based scripting to tackle incivility. According to Clark (2019), cognitive rehearsal entails working with skilled facilitators in discussion and rehearsing effective approaches to dealing with different aspects of certain problems of social situations. The technique is designed to lower the level of anxiety, increase employee confidence, and improve how individuals control impulsion through practicing effective ways to tackle stressful circumstances.

Based on this method, nurses and other providers can develop simulations that prepare them for stressful encounters through rehearsing them by a skilled coach who is an expert in effective communication. They rehearse these encounters using deliberate practices with follow up debriefing sessions to enhance their understanding and ways of dealing with any attacks from patients in the workplace. These activities lead to a well-prepared nurse who can tackle different aspects of incivility and develop sufficient resilience. In their article, Clark and Gorton (2019) underscore the need for nurses to develop resiliency as one approach to addressing incivility. The authors emphasize the need for evidence-based civility education approaches that can protect patient safety.

The development of civility in the workplace for nurses implores stakeholders to nurture resilient programs and interventions based on evidence to improve patient outcomes.  The use of strategies like HeartMath model to describe resilience implies that organizations should seek ways to improve personal and professional resilience and address issues like high turnover rates as witnessed in our practice setting (Clark & Gorton, 2019). Such approaches can improve perceptions and create a positive approach to issues like salaries and benefits as well as ways to implement career growth and development opportunities for healthcare organizations.

ii). Concept’s Relation to the Outcomes of the Work Environment Assessment

The concept highlighted in the selected articles is cognitive rehearsal and a combination of simulation as well as evidence-based scripting. The concept implores organizations, including my workplace, to build and model attributes and interventions that promote a skilled approach to reducing anxiety, improving confidence levels, and seeking ways to control impulse when stressful situations occur in organizations. Through the use of planned, and rehearsed responses, organizations and their leadership develops chances for effective communication of expectations concerning appropriate behaviors and even future interactions (Clark, 2019). The cognitive rehearsal model can be effective in addressing the present low levels of satisfaction on benefits and salaries as well as limited growth and development opportunities for nurses in the organization. The organization can use this model to help employees become resilient and develop a positive approach to issues while initiating real-time programs to enhance career development opportunities for all workers.

iii). Application of the Concept

Development of stronger teams occur when there are high levels of trust and confidence in the organization’s leadership. As such, resilience and evidence-based approaches to civility can lead to better and stronger teams that will focus on delivery of quality care to improve patient outcomes (Clark et al., 2022). The initiation of such approaches would imply that the entity is focusing on having a healthier and more civil workplace that guarantees continuous professional development and attractive compensation packages and benefits for employees.

                 Part 3: Evidence-Based Strategies to Create High-Performance Inter-Professional Teams

Strategies to Bolster Shortcomings

The assessment of the workplace revealed two critical shortcomings. These include unsatisfactory salaries and benefits and opportunities for professional development and career growth. Inter-professional teams succeed when they have better chances to progress by presenting new ideas to improve patient care delivery and outcomes. Imperatively, the organization must develop teams that are not only resilient but also focused on advancing a shared goal and common good for all stakeholders. The first strategy to address the shortcoming is through civility education as it implores organizations and their managers to focus more on long-term measures to increase opportunities for their employees (Landis et al., 2022). Employees demand for more compensation when they work in unsafe environments and do not have sufficient training to deal with unsafe events like incivility from clients and patients. Therefore, having sufficient knowledge and strategies to address incivility and build resiliency and confidence will allow the organization to assure its employees that they can grow and attain the highest levels of career attainment while at the organization. Resiliency will allow nurses to seek innovative ways to deal with such incidents and find no justification to leave the organization.

Secondly, addressing the issue of salaries and benefits requires the organization to deploy effective communication as advanced by literature. Effective communication as advanced by Abdollahzadeh et al. (2017) can help nurses prevent incivility. The article is categorical that organizational management should provide the true position of different issues that need to be addressed for nurses to have confidence, even when dealing with possible situations emanating from unruly patients and their families. As such, the facility should communicate on the best way forward to deal with the issue of salaries and compensation so that nurses and other providers can focus on care delivery.

Strategies to Bolster Successful Strategies in the Work Environment Assessment

Ensuring that successful attributes remain and are bolstered in the workplace is essential and will enhance motivation among nurses. The first strategy is having effective and purposeful communication. Transparent and fast communication will ensure that nurses have the motivation to remain civil and model better conduct as advanced by the cognitive rehearsal model. The second strategy for the organization is to implement cognitive rehearsal model to enable nurses and other providers have better ways of approaching civility (Henry et al., 2020). The attainment of techniques to encounter any incivility will imply that the stakeholders are well-positioned to deal with such events. These approaches will lead to safe workplace environment and improve the overall care delivery framework for all stakeholders.

Conclusion

Incivility in the workplace can have devastating effects on patient safety, level of care quality and outcomes. Nurses and other healthcare providers have a duty to foster civility and healthy workplace environment. The Clark Work Environment Assessment showed that while my workplace is healthy and civil, it requires improvement through use of cognitive rehearsal and other associated evidence-based approaches to maintain high levels of conduct and behaviors. Effective communication and implementation of the cognitive rehearsal model can lead to the maintenance of civility in my workplace.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Abdollahzadeh, F., Asghari, E., Ebrahimi, H., Rahmani, A., & Vahidi, M. (2017). How to

prevent workplace incivility? Nurses’ perspective. Iranian Journal of Nursing and Midwifery Research, 22(2), 157. DOI: 10.4103/1735-9066.205966

Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing from expert

            clinician to influential leader. Springer Publishing Company.

Clark, C. (2019). Combining cognitive rehearsal, simulation, and evidence-based scripting to

address incivility. Nurse Educator, 44(2), 64-68. DOI: 10.1097/NNE.0000000000000563.

Clark, C. M., & Gorton, K. L. (2019). Cognitive rehearsal, HeartMath, and simulation: An

intervention to build resilience and address incivility. Journal of Nursing Education, 58(12), 690-697. https://doi.org/10.3928/01484834-20191120-03

Clark, C.M., Gorton, K., & Bentley, A. (2022). Civility: A concept analysis revisited. Nursing

            Outlook. 70(2), 259-270.  doi.org/10.1016/j.outlook.2021.11.001

Henry, J., Eshleman, J., & Moniz, R. (2020). Cultivating Civility: Practical ways to improve a

dysfunctional library. American Library Association. https://doi.org/10.1080/15323269.2021.1862535

Landis, T., Godfrey, N., Barbosa-Leiker, C., Clark, C.M., et al (2022). National study of nursing

faculty and administrators’ perceptions of professional identity in nursing, Nurse Educator, 47(1), 13-18. DOI: 10.1097/NNE.0000000000001063.

How healthy is your workplace?

Uneven Workload Distribution

In my experience, seasonal nurses are routinely undervalued in hospitals. I worked as a travel nurse or registrant for many years. I’ve also held a full-time job. As a temporary nurse, I was assigned the most difficult cases and frequently received no direction or assistance. Most of the time, I did not get all of the California law-mandated breaks since they were given out last to other visitors or the register. I eventually inquired based on those incidents, but it was rarely welcomed. To preserve my career, I recognized I needed to remain silent and avoid drawing attention to my problems. I was not allowed to speak up because doing so would result in my contract being terminated immediately.

Nonetheless, the corporations’ rudeness was no different than what I would have encountered in a regular position. My charge nurses were overburdening me with high-acuity ICU patients, telling me, “Annette is capable of handling this,” despite the fact that I love medicine and nursing and regard it as a passion, not a job. Other nurses, on the other hand, had “simple” responsibilities and spent the majority of their shifts checking their iPhones for the latest news or chit-chatting in the nursing station corridors. Obtaining assistance was nearly impossible.

Employee well-being receives little organizational or managerial support.

Another example of organizational rudeness is the death in the hospital of a patient I cared for from brain death. I won’t go into details because HIPPA protects them, but the end result was that both my dear coworker and I required wellness treatment due to our PTSD. Our manager encouraged us to contact our health department, but no one returned our calls. We tried contacting our manager for help in scheduling a consultation but received no response. I decided to continue working while my colleague sought psychological counseling through her personal insurance and took a three-week medical leave of absence. Even though the terrible event, which was not caused by a nursing error, caused me to cry unexpectedly at work on occasion, knowing what went wrong and how the patient’s death could have been avoided was extremely upsetting. Finally, nobody approached us or asked us about it. We had to schedule the wellness consultation ourselves because management refused to help us.

I’ll never forget how my organization treated us in that situation. After deciding that this was not the company for me, I started weighing my options and looking for other opportunities. My coworker and I eventually left.

Conclusion

A person must have a certain set of principles, values, and character qualities in order to achieve in both their personal and professional lives. Kindness, thoughtful conversation, listening, and consciousness are all aspects of civility. It consists of ethics, accountability, and respect. Civilized leaders set a great example for others and are the backbone of every successful organization.

You may believe that your existing company runs smoothly, or you may believe that it has numerous flaws. You may encounter or perhaps observe something that causes you to pause. Nonetheless, just as you would not attempt to diagnose a patient solely on the basis of observation, you should refrain from attempting to assess the health of your solely on the basis of observation and opinion. Often, difficulties are perceived as problems by some but not by others; similarly, concerns may run far deeper than leadership understands.

There are many factors and measures that may impact organizational health. Among these is civility.

NURS 6053 Assignment Workplace Environment Assessment Slayers

While an organization can institute policies designed to promote such things as civility, how can it be sure these are managed effectively? In this Discussion, you will examine the use of tools in measuring workplace civility.

To Prepare:

Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).

Review and complete the Work Environment Assessment Template in the Resources.

ASSIGNMENT

Post a brief description of the results of your . Based on the results, how civil is your workplace? Explain why your workplace is or is not civil. Then, describe a situation where you have experienced incivility in the workplace. How was this addressed? Be specific and provide examples.

Required Readings

Marshall, E., & Broome, M. (2017). : From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

Also Check Out:

RE: Discussion – Week 7

A healthy work environment is something I have learned is very important and can make or break the success of your career. Healthy work environments are healing, empowering environments that have shown to be correlated with employee engagement and organizational commitment (Lee, 2018). My score for the Clark Healthy Workplace Inventory was an 88. According to this outcome my workplace holds a moderately healthy work environment. I wasn’t surprised by this result; I feel as though as a company we all share the same vision and values.

In Clarks article, Conversations to inspire and promote a more civil workplace, she emphasis on the importance of creating and sustaining a civil, healthy work environment where communication is clear and effective, and conflicts are managed effectively. Clark also talks about some additional factors, other than communication, that promotes a healthy workplace – true collaboration, effective decision-making, appropriate staffing, meaningful recognition, and authentic leadership. In my place of work, my boss strives for all of these topics. One thing I feel that is very effective at my workplace is that we hold monthly meetings. These monthly meetings allow for a creating a safe zone for each employee to engage in constructive conversations and allow for any necessary problem-solving (Clark, 2015).

In my current workplace, I have yet to experience any incivility. However, at my prior job consistent incivility is the main reason for which I resigned. After working at my prior job for two years, I went through a lot of verbal and nonverbal abuse, managers refusing to communicate, failure of supporting me as a staff member, and even sabotage. I was working nights on a post-surgical cardiac floor, after two years of night shift and dealing with uncivil actions. I consistently spoke with my manager to switch to days and even tried to apply to a different floor, my requests continued to get denied by my manger. I ended up having to resign.

References:

Clark, C. M. (2015). Conversations more civil workplace – american nurse. Retrieved January 9, 2022, from https://www.myamericannurse.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Lee, J. W. (2018). Environmental best practices, it begins with US: Business, local governments, and international community should work together. International Journal of Environment and Sustainability7(2). https://doi.org/10.24102/ijes.v7i2.910

Assignment: Workplace Environment Assessment

Chapter 5, “Collaborative Leadership Contexts: Networks, Communication, Decision Making, and Motivation” (pp. 121–144)
Chapter 9, “Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence” (pp. 247–278)
Chapter 10, “Building Cohesive and Effective Teams” (pp. 279–298)
Select at least ONE of the following:

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. doi:10.1097/NNA.0b013e31822509c4

Note: You will access this article from the Walden Library databases.

Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator. doi:10.1097/NNE.0000000000000563

Note: You will access this article from the Walden Library databases.

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

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), 535–542. doi:10.3928/00220124-20141122-02

Note: You will access this article from the Walden Library databases.

Document: Work Environment Assessment Template (Word document)

attachment

RE: Discussion – Week 7, main post

When I think of civility, several words come to mind: courtesy, respect, compliance, affability, dignity, responsibility, kindness, attention, creativity, tact, and many more. All these words have a significant meaning and are abundant in many people’s lives. Sadly, observing today’s world, it is evident that many of us have forgotten about civility, not only in their personal lives but even in the workplace, which is unfortunate since research established that workplace civility increases productivity and employees’ satisfaction and retention (Beck, 2018). In this discussion, I will present the results of my organization’s work environment assessment based on my current working conditions, provide examples of incivility, and how they were addressed.

           To promote a healthy , the organization should promote a culture of respectful communication, fairness, openness, kindness, tact, and attention (Clark, 2015). However, not all businesses care about persevering those fundamental values. Studies have shown that incivility in the workplace is common and frequently ignored (Clark, Olender, Cardoni & Kenski, 2011).

Unfortunately, based on my experience and observation, this statement happens to be true. Currently, I only work part-time as a registry nurse, so when I took Clark’s Healthy Workplace Inventory Assessment, I concentrated on my past organization, where I worked as full-time staff. The assessment revealed that, in fact, I used to work in a very unhealthy place.

My Workplace Was an Uncivil Place

Although the hospital for which I worked had a set of rules, morals, vision, and mission, it rarely abided by their orated values. They did not concentrate on retaining the best and the brightest, they were not providing any emphasis on employee wellness and self-care. They also did not treat employees fairly and courteously, as well as the workload was often unfairly distributed among nurses based on who was the charge nurse’s favorite. There were many more “do’s and don’ts,” but if I wanted to mention all of them, it would be quite a list. Some of the pertinent examples I would like to explore further are uneven distribution of workload and lack of managerial/organizational support in employees’ wellness.

Reference:

Beck, E. (2018). Workplace civility increases productivity. National Institutes of Health 70(16). https://nihrecord.nih.gov/2018/08/10/workplace-civility-increases-productivity

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.0b013e31822509c

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/uploads/2015/11/ant11-CE-Civility-1023.pdf

SummaryofResults-ClarkHealthyWorkplaceAssessment.docx

Workplace Environment Assessment

Part 1: Work Environment Assessment

The workplace assessment that was conducted in the discussion revealed the existence of several workplace incivilities at the author’s former organization. The organization scored 49 points from the Clark Healthy Workplace Assessment Tool (Clark, Sattler, & Barbosa-Leiker, 2016). The assessment revealed that the organization suffered from issues such as poor conflict management, poor vertical and horizontal communication, absence of collaboration and teamwork, and absence of shared governance, decision-making, policy formulation, review and revision. The above mentioned areas demonstrated a worse performance by the organization as relates to the existing workplace culture. As regards the lack of shared governance, decision-making, and disenfranchised policy formulation, the author experienced what they call lack of care from the administrative section of the organization. The executives seemed not to bother about the operations of the facility as they appeared to operate remotely as demonstrated by their appearance only once during the year that the author worked at the facility. Moreover, the issue of holding meetings without the presence of staff was another incivility that characterized the organization. The absence of contribution to the decisions made at these meetings by the personnel makes it difficult for the implementation to occur. The reason for this is that the employees will always feel that they do not own the decision since they were not involved in the preceding process (Collini, Guidroz, & Perez, 2015). The lack of ownership by the employees will ensure that they implement the decisions made at the executive level in a half-hearted manner, which will impact the quality of services offered by the organization. Moreover, such instances lead to the creation of apathy at the workplace, which negatively influences the workplace culture.

The results of the Clark Healthy Workplace Assessment Tool revealed surprising facts about the organization. The issue of employee participation on decision-making was very surprising to me as well as the absence of celebration regarding the achievements made by employees. Initially, the author thought that the above phenomena were commonplace occurrences at various organizations and as such, they should not make it to the list. However, the revelation that the above issues not only impact the workplace culture but also civility as stated by the assessment tool was surprising (Lee, Idris, & Delfabbro, 2017). The author thought that decision-making undertakings were supposed to be left to the management and the employees only needed to have a representation. However, the analysis highlighted the need to have employees at the meetings so as to ensure that they own the decisions. Further, celebrating the achievements of individuals did not appear as an issue to the author since they would be doing their responsibilities. So, the author thought that its absence at the facility would not be considered as an issue before the assessment.

The workplace assessment presented in the discussion indict the health and civility of the workplace. The consequences of the above revelations from the assessment tool negatively affect the health of the organization in terms of the existing workplace culture. The absence of appreciations and involvement in decision-making has made the employees to demonstrate apathy (Schilpzand, De Pater, & Erez, 2016). The presence of these low-intensity deviant behavior is manifested in the absence of respect between and among employees as shown by banging of doors, the toxic and uncivilized nature of employee behavior is also demonstrative of the two concepts.

Part 2: Reviewing the Literature

            The article by Clark (2015) calls for the implementation of effective communication strategies in order to curb incivility at the workplace. The author of the article posits that it is important for health care workers and even the management to address the issue of incivility when it arises using effective communication and meaningful dialogue. However, Clark (2015) argues one cannot engage in improving workplace incivility without understanding the components of the concept. The identification of these components may entail examining the existence of shared missions, team norms and values; formulation and maintenance of a high level organizational, team and individual civility; and finally manifestation of leadership and finally civility conversations. Therefore, before proper communication strategies are implemented, the identification of a healthy workplace becomes paramount. Clark (2015) states that the identification process is followed by preparation for a challenging conversation that entails reflecting, probing and committing. Afterwards, the DESC model will be employed to structure civility conversations. The usage of the DESC occurs alongside cognitive rehearsals in order to achieve the above.

The concept of effective communication in addressing workplace incivility is congruent to the results of the assessment as already discussed in part one of the assignment. The results of the assessment revealed that the organization suffers from lack of teamwork and collaboration, which hurts interprofessional and interpersonal collaboration.  As a consequence, the employees of the organization have been engaging in among other matters side conversations and banging of doors (Schilpzand, De Pater, & Erez, 2016). Moreover, the assessment also posited that the organization does not have an effective communication strategy. In fact, it is infested by absence of transparent, respectful and direct communication at the workplace. The ineffectual communication strategy at the workplace exposes the company to the existence of unhealthy employee relationship.

The issue of incivility that is addressed by the article is also manifested in the behaviors of the management. For instance, the manager is shown as being volatile and also have bullying tendencies. This further harms employee relationship as they obviously lack communication skills to pass messages to employees. This behavior can only be addressed though the formulation of an effective communication strategy as stipulated in the article by Clark (2015).

The article by Clark (2015) has highlighted the application of the DESC model in order to formulate a civil communication. The DESC model can be used to significantly enhance the workplace health as well as establish stringer teams at the workplace. The issue of miscommunication that leads to strained relationships within the organization can be addressed through the DESC model’s components. The DESC model is part of the Team STEPPS intervention, which uses evidence-based strategies related to team work system so as to enhance teamwork and communication skills. Indeed, addressing the issue of teamwork and communication skills using the DESC model will cure all the workplace incivility issues at the workplace. The fact that employees do not feel as part-owners of the decisions made by the organization’s executive may be related to the absence of effective communication. Thus, with effective communication, the administration may justify the reasons as to why that is the case, hence influencing the personnel to buy into the decisions and wholly implement them. Therefore, the usage of the DESC model as part of the effective communication strategy is fundamental to addressing the incivility issues related to the Clark Healthy Workplace Assessment Tool.

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams

The most significant issue revealed by the assessment of the workplace was the absence of effective communication, which precipitated all the incivility issues that were revealed. Evidence reveals that the usage of several strategies may be paramount in addressing the absence of a proper communication framework that will address the consequences of its absence in the organization. The TeamSTEPPS® also known as the Team Strategies and Tools to Enhance Performance and Patient Safety, has been proposed by the Agency for Healthcare Research and Quality (AHRQ) after 25 years of research (Carpenter, Bagian, Snider, & Jeray, 2017). According to this tool, effective communication will be enhanced when teamwork competencies such as communication, mutual support, situation monitoring, and leading teams exist. The core competencies of the TeamSTEPPS® go to the core of the issues affecting the organization since a lack of leadership, ineffective communication strategies, and absence of mutual support are chronic to the organization. Therefore, employing of the evidence-based TeamSTEPPS® will help the organization to handle most of its incivility issues through the institution of effective communication stratagems.

However, the assessment did not only reveal the gloomy side of the incivility actions affecting the organization, it also revealed the issues that the organization is doing correct. One of the most important positive aspects of the organization entails the presence of professional growth and development. In addition, the organization has put structures in place to mentor employees into becoming better workers. The professional growth and development of employees can be bolstered through the introduction of training modules that are intended to equip them with necessary skills (Mulvale, Embrett, & Razavi, 2016). Equipping them with these skills makes employees to become more competent in discharging their mandate. Moreover, the development of employees can be facilitated through strategies that encourage autonomy. The organization’s managers should institute a culture that offers the above so as to ensure that employees grow and that they can make important decisions with minimum supervision.

The mentoring of employees at the organization can also benefit from certain strategies from the literature. The organization has been accused of lacking a link between leadership and employees, which may hamper the existing mentoring projects. Therefore, in order to boost it, the incorporation of mentoring as well as coaching into supervision may be necessary. The skills and knowledge transfer that will occur during this period of mentoring and coaching will also support the professional growth and development of the one being mentored (Manzi et al., 2017). The coaching bit of the strategy will entail enhancing the performance of the mentee in order to bridge the existent gap in know-how.

References

Carpenter, J. E., Bagian, J. P., Snider, R. G., & Jeray, K. J. (2017). Medical team training improves team performance: AOA critical issues. JBJS, 99(18), 1604-1610.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18–23. Retrieved from

Clark, C. M., Sattler, V. P., & Barbosa-Leiker, C. (2016). Development and testing of the healthy work environment inventory: a reliable tool for assessing work environment health and satisfaction. Journal of Nursing Education, 55(10), 555-562.

Collini, S. A., Guidroz, A. M., & Perez, L. M. (2015). Turnover in health care: the mediating effects of employee engagement. Journal of nursing management, 23(2), 169-178.

Lee, M. C. C., Idris, M. A., & Delfabbro, P. H. (2017). The linkages between hierarchical culture and empowering leadership and their effects on employees’ work engagement: Work meaningfulness as a mediator. International Journal of Stress Management, 24(4), 392.

Manzi, A., Hirschhorn, L. R., Sherr, K., Chirwa, C., Baynes, C., Awoonor-Williams, J. K., & AHI PHIT Partnership Collaborative (2017). Mentorship and coaching to support strengthening healthcare systems: lessons learned across the five Population Health Implementation and Training partnership projects in sub-Saharan Africa. BMC health services research, 17(Suppl 3), 831. doi:10.1186/s12913-017-2656-7

Mulvale, G., Embrett, M., & Razavi, S. D. (2016). ‘Gearing Up’to improve interprofessional collaboration in primary care: a systematic review and conceptual framework. BMC family practice, 17(1), 83.

Schilpzand, P., De Pater, I. E., & Erez, A. (2016). Workplace incivility: A review of the literature and agenda for future research. Journal of Organizational behavior, 37, S57-S88.

Name: NURS_6053_Module04_Week09_Assignment_Rubric

Excellent Good Fair Poor
Part 1: Work Environment Assessment

·  Complete the Work Environment Assessment Template.
·   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 that you believed prior to conducting the assessment that was confirmed.
·   Explain what the results of the assessment suggests about the health and civility of your workplace.

Points Range: 45 (45%) – 50 (50%)

An accurate, detailed, and completed Work Environment Assessment Template is provided.

The responses accurately and thoroughly describe in detail the results of the Work Environment Assessment completed on a workplace.

The responses accurately and clearly identify two surprising things about the results and thoroughly describe in detail at least one idea that was believed prior to conducting the assessment that was confirmed.

The responses accurately and thoroughly explain in detail what the results of the assessment suggests about the health and civility of a workplace.

Points Range: 40 (40%) – 44 (44%)

An accurate and completed Work Environment Assessment Template is provided.

The responses accurately describe the results of the Work Environment Assessment completed on a workplace.

The responses accurately identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed.

The responses accurately explain what the results of the assessment suggests about the health and civility of a workplace.

Points Range: 35 (35%) – 39 (39%)

A completed Work Environment Assessment Template that is vague or inaccurate is provided.

The responses describe the results of the Work Environment Assessment completed on a workplace that is vague or inaccurate.

The responses identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed that is vague or inaccurate.

The responses explain what the results of the assessment suggests about the health and civility of a workplace that is vague or inaccurate.

Points Range: 0 (0%) – 34 (34%)

A vague and inaccurate Work Environment Assessment Template is provided, or is missing.

The responses describe the results of the Work Environment Assessment completed on a workplace that is vague and inaccurate, or is missing.

The responses identify two surprising things about the results and describe at least one idea that was believed prior to conducting the assessment that was confirmed that is vague and inaccurate, or is missing.

The responses explain what the results of the assessment suggest about the health and civility of a workplace that is vague and inaccurate, or is missing.

Part 2: Reviewing the Literature

·   Briefly describe the theory or concept presented in the article you selected.
·   Explain how the theory or concept presented in the article relates to the results of your Work Environment Assessment.
·   Explain how your organization could apply the theory highlighted in your selected article to improve organizational health and/or stronger work teams. Be specific and provide examples.

Points Range: 14 (14%) – 15 (15%)

The responses accurately and thoroughly describe the theory or concept presented in the article selected.

The responses accurately and completely explain in detail how the theory or concept presented in the article relates to the results of the Work Environment Assessment.

The responses accurately and thoroughly explain in detail how an organization could apply the theory highlighted in the selected article to improve organizational health and/or stronger work teams.

Specific and detailed examples are provided which fully support the responses.

Points Range: 12 (12%) – 13 (13%)

The responses accurately describe the theory or concept presented in the article selected.

The responses accurately explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment.

The responses accurately explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or stronger work teams.

Specific examples are provided which may support the responses.

Points Range: 11 (11%) – 11 (11%)

The responses describe the theory or concept presented in the article selected that is vague or inaccurate.

The responses explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment that is vague or inaccurate.

The responses explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or create stronger work teams that is vague or inaccurate.

Vague or inaccurate examples are provided which may support the responses.

Points Range: 0 (0%) – 10 (10%)

The responses describe the theory or concept presented in the article selected that is vague and inaccurate, or is missing.

The responses explain how the theory or concept presented in the article relates to the results of the Work Environment Assessment that is vague and inaccurate, or is missing.

The responses explain how an organization could apply the theory highlighted in the selected article to improve organizational health and/or create stronger work teams that is vague and inaccurate, or is missing.

Specific examples are not provided to support the responses.

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams

·   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.

Points Range: 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.

The responses clearly and thoroughly recommend in detail at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment.

Points Range: 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.

The responses accurately recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment.

Points Range: 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.

The responses recommend at least two strategies that can be implemented to bolster successful practices revealed in the Work Environment Assessment that is vague or inaccurate, or only recommends one strategy.

Points Range: 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.

The responses recommend at least two strategies that can be implemented to bolster successful practices 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:

Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided which delineates all required criteria.

Points Range: 5 (5%) – 5 (5%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity.

A clear and comprehensive purpose statement, introduction, and conclusion is provided which delineates all required criteria.

Points Range: 4 (4%) – 4 (4%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time.

Purpose, introduction, and conclusion of the assignment is stated, yet is brief and not descriptive.

Points Range: 3.5 (3.5%) – 3.5 (3.5%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60%–79% of the time.

Purpose, introduction, and conclusion of the assignment is vague or off topic.

Points Range: 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:

Correct grammar, mechanics, and proper punctuation

Points Range: 5 (5%) – 5 (5%)
Uses correct grammar, spelling, and punctuation with no errors.
Points Range: 4 (4%) – 4 (4%)
Contains a few (1 or 2) grammar, spelling, and punctuation errors.
Points Range: 3.5 (3.5%) – 3.5 (3.5%)
Contains several (3 or 4) grammar, spelling, and punctuation errors.
Points Range: 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.
Points Range: 5 (5%) – 5 (5%)
Uses correct APA format with no errors.
Points Range: 4 (4%) – 4 (4%)
Contains a few (1 or 2) APA format errors.
Points Range: 3.5 (3.5%) – 3.5 (3.5%)
Contains several (3 or 4) APA format errors.
Points Range: 0 (0%) – 3 (3%)
Contains many (≥ 5) APA format errors.
Total Points: 100

 

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