Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

 

Assignment: Change Implementation and Management Plan

It is one of the most cliché of clichés, but it nevertheless rings true: The only constant is change. As a nursing professional, you are no doubt aware that success in the healthcare field requires the ability to adapt to change, as the pace of change in healthcare may be without rival.

As a professional, you will be called upon to share expertise, inform, educate, and advocate. Your efforts in these areas can help lead others through change. In this Assignment, you will propose a change within your organization and present a comprehensive plan to implement the change you propose.

To Prepare:

· Review the Resources and identify one change that you believe is called for in your organization/workplace.

o  This may be a change necessary to effectively address one or more of the issues you addressed in the Workplace Environment Assessment you submitted in Module 4.

MODULE 4 ASSIGNMENT ATTACHED.  WILL DO ASSIGNMENT ON WORKPLACE INCIVILITY.

WORKPLACE ENVIRONMENT ASSESSMENT ATTACHED

· Reflect on how you might implement this change and how you might communicate this change to organizational leadership.

The Assignment (6-7 PowerPoint SLIDE presentation):

Change Implementation and Management Plan

Your Change Implementation and Management Plan should include the following:

· An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted—ATTACHED BELOW)

· A description of the change being proposed

· Justifications for the change, including why addressing it will have a positive impact on your organization/workplace

· Details about the type and scope of the proposed change

· Identification of the stakeholders impacted by the change

· Identification of a change management team (by title/role)

· A plan for communicating the change you propose

· A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose

ADDITIONAL RESOURCES FOR REFERENCES:

http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf

https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf

A healthy workplace

Kerri Allen

Walden University

NURS 6053

July 28, 2019

Introduction

In our world there are many different characteristics of diversity to include race, gender, disability, age, religion, ethnicity, nationality, personality, education, and physical appearance (Whitman, 2018). Nurses experience these diversities with every encounter they have with a patient, provider, or coworkers. No one person is the same as another, therefore, conflict and incivility can arise in the workplace. As a nurse leader, “taking action to promote and sustain a culture of civility, respect, and safety is paramount to advancing the future of the nursing profession, to building a culture of health that honors the profession’s contract with society, and to recruiting new nurses and retaining experienced nurses in the profession” (Saltzberg & Clark, 2015, para 1). The purpose of this document is to analyze and research the workplace environment civility or incivility to provide an evidence-based strategy to create a high-performance interprofessional team.

Part 1: Work environment assessment

The work environment assessment involves responding to 20 statements based on the health of the work place. The ratings used to gauge responses include ‘Completely True’, ‘Somewhat True’, Neutral’, ‘Somewhat True’, and ‘Completely True’. The total score is 68 and most scores are under the ‘Completely true; rating score. The score 68 based on score criteria falls between 60 to 69 which indicates a barely healthy workplace.

The exercise presents insightful information regarding relevant aspects of the workplace. One surprising aspect is the focus of the workplace towards the productivity of the employees. This is observed from the responses to questions asking about achievement of mission and vision, reward system, team work, job motivation and the organization’s culture. The second surprising aspect is the lack of string focus on the personal development of employees. For instance, one of the scores indicates the employees are neutral towards feeling valued as assets of the organization. However, one idea that was confirmed is that a healthy workplace is equivalent to happy employees. This was further confirmed by the 68 score indicating that the workplace is barely healthy mostly due to the organization; weakened focus towards the personal development of employees. For instance, despite high scores indicating that the employees are motivated through positive extrinsic (competitive salaries, benefits, compensation and rewards) and intrinsic rewards (free expression of ideas and reasonable workload), they still do not feel valued.

Overall, the results indicate that the workplace needs to make more improvements on the health of the workplace based on the 68 score. For instance, the nursing supervisor in the organization needs to cultivate trust with the nurses (Allen, 2019). On the positive side, the company is keen in promoting aspects like autonomy and positive reward systems; however, it is failing fully when engaging its employees in its shared vision and leadership roles. Thus, it is necessary for the organization to make necessary organizational changes.

Part 2: Reviewing the literature

The article, “Conversations to inspire and promote a more civil workplace: Let’s end the silence that surrounds civility,” illuminates on the concept of an overall healthy workplace in the healthcare context. Clark (2015) urges that every individual in the workplace must create and maintain a civil and healthy workplace which promotes effective communication, conflict resolution, and maintains patient safety. The author outlines the attributes of a healthy workplace including a shared vision and values, high level civility, a strong leadership, and civility conversations (Clark, 2015). The denominator in this concept is people-based where they must generate and sustain a holistic and productive workplace.

The concept highlighted by Clark (2015) definitely resonates with the results obtained in the workplace environment assessment. The score of 68 reveals that the organization being assessed lacks in some significant qualities that entail a healthy workplace. Clark (2015) defines a healthy workplace as one with a shared organizational vision, values, and team norms. The assessment includes the same attribute to measure what entails such a model workplace which is indicated as integrated in the organization. On the other hand, Clark’s concept exposes the weakness of the organization’s management who could possibly perceive they have created a healthy workplace. One of its weaknesses is the lack of emphasis on wellness and self-care of employees and neutrality in how employees are treated.

The concept precipitates the framework which the organization can adopt to create a healthy workplace. The DESC model is an evidence-based solution which promotes communication and team work which lead to safety and quality care (Clark, 2015). One of the actions to take is allowing employees to participate in challenging conversations. The DESC model can guide in describing how they are being treated unfairly and unjustly such as false accusations and rude comments from others and how their productivity is affected. In such a case it is important to empower the human resource department to act as mediatory power in case of such conflicts. The second action is to restructure the hierarchy of power and possibly adopt the flat organizational model. This model will make it possible for transparent conversations, increased trust, employee wellness and care, and active involvement in decision making. This type of model reduces bureaucracy and actually promotes civility, leading to a healthy workplace.

Part 3: Evidence-based strategies to create high-performance interprofessional teams

The first recommendation is to implement the cognitive rehearsal which can be taught to employees and leaders through regular training workshops and programs. More specifically, the DESC model provides a platform for such conversations through its four elements. Clark provides three scenarios indicating situations of challenging conversations. The end result for all is that all involved parties feel valued and respected which promotes a healthy workplace. The second recommendation is developing and sustaining a positive culture which allows creation of a safe zone, shared vision, and shared decision making. According Clark (2015) collaborative culture breaks the silence on uncivil conversations. This in turn ensures employees in the organization do not feel shortchanged in the vision, values, and success of the organization.

It would be recommended that the organization develop and implement a training program which targets training and educating organization members on mental health awareness. The program will offer classes on communication, conflict resolution, and resources for seeking mental health awareness. Mental health challenges tend to lead to poor morale and conflicts in an organization. Therefore, such a program will encourage civility conversations that touch on the personal and workplace struggles of employees. This will in turn prompt the organization to ensure respect and fairness in the workplace. Secondly, there is need to improve workplace aesthetics such as open plan office arrangement which reduces hierarchy power; providing a place with comfortable furniture and adequate lighting where nurses can go to for a break without interruptions; and to promote an exercise and balanced diet wellness program. These target the wellness of employees, because if they are healthy, both physically and mentally, then they have energy to work, share ideas, and work as a team.

Conclusion

This analysis showed that cognitive rehearsals using the DESC model, creating safe zones to resolve conflicts, and improving workplace aesthetics can help promote and inspire a more civil workplace. Ensuring that employees have regular training on addressing incivility can help them understand their own mental awareness and emotions. It is important for healthcare workers to learn effective communication, conflict negotiation, and problem-solving skills to continue to provide safe, effective patient care. Most importantly, “creating a culture of collaboration will empower the strengths of all healthcare workers of all disciplines” (Clark, 2015, p. 21).

References

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace: Let’s end the silence that surrounds civility. American Nurse Today,10(11),18-23. Retrieved from 

Allen, K. (2019). Main discussion posting. Unpublished manuscript, Walden University.

Saltzberg, C.W. & Clark, C. M. (2015). A bold call to action: Mobilizing nurses and employers

to prevent and address incivility, bullying, and workplace violence. Retrieved from 

Whitman, S. (2018). The importance of diversity in nursing: Breaking down stereotypes and

inclusivity barriers 

4c6e7701-7347-49a6-8e3d-c36d7b09fe9f