How healthy is your workplace?
You may think your current organization operates seamlessly, or you may feel it has many issues. You may experience or even observe things that give you pause. Yet, much as you wouldnâ€™t try to determine the health of a patient through mere observation, you should not attempt to gauge the health of your work environment based on observation and opinion. Often, there are issues you perceive as problems that others do not; similarly, issues may run much deeper than leadership recognizes.
There are many factors and measures that may impact organizational health. Among these is civility. 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.
- 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.
By Day 3 of Week 7
Post a brief description of the results of your Work Environment Assessment. 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.
By Day 6 of Week 7
Respond to at least two of your colleagues on two different days by sharing ideas for how shortcomings discovered in their evaluations and/or their examples of incivility could have been managed more effectively.
Respond to colleague
After taking the Clark Healthy Workplace Inventory assessment I was absolutely shocked to find that I work in an unhealthy environment. I scored a 51 which indicates I work in an uncivil workforce center. I honestly have the best direct supervisor I have ever encountered in my life, but in all honestly the lack of communication that my company could be negligent to the patients and staff. There are many key components and branches of programs that my company offers, and I am in the middle of all of them. Some of the mental health professionals do not like me because I basically keep on them to do their job. Communication and making decisions are needed in every leadership (Broome & Marshall, 2021). Individuals, team, and organizations and patient safety can be worsened by disrespectful or uncivil behaviors in healthcare setting which could then result in life threating mistakes, preventable complications or injuries (Clark, 2019).
My program had a client who also sees a mental health professional and our medication management team for psychiatric medications and behavioral issues. This client had not been in touch with the therapist and missed some appointments, so I reached out to his case manager to find out if something was going on we needed to know about. She then reached out to the client who stated he would like to get back into therapy. The case manager then reached back out to me, in return I started to set him back up with his therapist. This particular therapist declined seeing this patient and actually wanted to discharge him. This is would be morally and ethically wrong because we did not follow policy on the discharging process. I then contacted our compliance officer who was upset this was even happening and wondered how many others it has happened too. The compliance officer reached out to the therapist, and basically forced her into seeing this patient. Again who suffers? The patient. Civility can both have a positive and negative influence on performance (Liu, et al., 2019).
Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing, from expert clinician to influential leader (3rd ed.). Springer Publishing Company.
Clark, C. M. (2019). Fostering a culture of civility and respect in nursing. Journal of Nursing Regulation, 10(1), 44â€“52. https://doi.org/10.1016/s2155-8256(19)30082-1
Liu, Y., Vashdi, D. R., Cross, T., Bamberger, P., & Erez, A. (2019). Exploring the puzzle of civility: Whether and when team civil communication influences team membersâ€™ role performance. Human Relations, 73(2), 215â€“241. https://doi.org/10.1177/0018726719830164