Before Retirement: A Nurse Has Been A Victim Of Incivility

Before Retirement A Nurse Has Been A Victim Of Incivility In The Work

Before retirement, a nurse has been a victim of incivility in the workplace. Schilpzand, De Pater, and Erez stated that incivility is a low intensity behavior with the intent to harm. It may be brought forth in the workplace by fellow co-workers or managerial leaders. Examples may include talking down to others, stating demeaning remarks, and purposely ignoring someone (2016). Sadly, I have had a first-hand experience.

A hospital that I had taken an assignment at was undergoing a 2-month renovation project which caused us to relocate to a new unit. We were understaffed without an aid and a secretary for a 36-bed intensive care unit. At the beginning of my shift, I had received an admission where my patient needed to be emergently intubated and his blood pressure wasn’t cooperating. I swiftly walked to the nurse’s station to find the phone number for the critical care doctor. During this time, the nurse manager rounded the corner and proceeded to pick up the call light and immediately hung up afterwards.

She didn’t even answer the call light and in a very unpleasant tone asked me why I was not answering the call lights, but she left before I could answer. She made a scene for everyone to see. I didn’t have words because I was in a state of shock. After I settled the patient, I was furious. I couldn’t forget what had happened.

I confronted her and asked her if there was a problem. I further discussed with her what my admission had entailed and wanted her opinion as to whether a call light should have been my priority at the time. She never apologized, but she stopped walking by my desk glaring at me. I have never been treated in this manner. Other nurses who had witnessed the scene came and apologized for the nurse manager’s reaction.

I feel as though they lost respect for the nurse manager that day too. The morale of the ICU that day was destroyed. As much as I wanted to forget about the situation, I had a foul mood for the rest of the day. It affected how I performed patient care. The situation could have been prevented by the nurse manager stepping in and taking charge by answering call lights and phone calls while we settled our patients.

She could have handled the situation in a more positive manner. Stanton describes strategies to decrease lateral violence such as developing a guideline to define behaviors that are inappropriate in the workplace and if unfollowed warrants punishment. Then educational programs are utilized to teach the staff the difference between appropriate and inappropriate behaviors. Expectations are set to mentor staff and develop unity in the workplace (2015). A healthy environment is vital to team morale.

Paper For Above instruction

Workplace incivility presents a significant challenge within the nursing profession, affecting not only individual well-being but also patient safety and organizational integrity. Incivility, characterized by rude, disrespectful, or demeaning behaviors, undermines the collaborative effort essential in healthcare settings. The experiences shared exemplify how incivility manifests, from overt hostility by leadership to subtle acts of dismissiveness among colleagues, ultimately contributing to a toxic work environment that jeopardizes both nurse morale and patient care outcomes.

Introduction

In the high-stakes realm of healthcare, the importance of a respectful and supportive work environment cannot be overstated. Incivility, defined by Schilpzand, De Pater, and Erez (2016) as low-intensity behaviors with potential to harm, has been recognized as a pervasive issue affecting nurses worldwide. Such behaviors can originate from peers or supervisors and manifest in various forms, including verbal abuse, dismissiveness, or social exclusion. These negative interactions compromise the emotional health of nurses and threaten the safety and quality of patient care.

The Impact of Incivility on Nursing and Patient Safety

Incivility in nursing settings leads to a cascade of adverse effects. According to McNamara (2012), lateral violence, a form of incivility among colleagues, can be particularly damaging when perpetrated by individuals in positions of power. Such behaviors can result in decreased job satisfaction, increased stress, burnout, and ultimately, higher turnover rates. The emotional distress caused by incivility can impair nurses’ clinical judgment, reduce their ability to communicate effectively, and diminish teamwork—a crucial component in patient safety (Duncombe et al., 2008).

Moreover, the examples provided demonstrate how incivility can cause immediate disarray, such as the nurse manager's dismissive and confrontational attitude, which disrupted team cohesion and morale. This environment fosters mistrust and hampers open communication, critical for effective patient care, particularly in emergencies. When nurses feel disrespected or undervalued, their engagement diminishes, increasing the risk of errors and compromising patient outcomes (Simons, 2014).

Underlying Factors Contributing to Incivility

Several factors contribute to the prevalence of incivility, including high workload, staffing shortages, and organizational culture. The stress and pressure prevalent in healthcare environments often exacerbate interpersonal conflicts. Stanton (2015) highlights that a culture that tolerates or ignores such behaviors perpetuates the cycle of incivility. Leadership attitudes and behaviors play a key role; when managers display or overlook disrespectful conduct, it signals acceptance, thereby normalizing it among staff (Laschinger et al., 2010).

Additionally, the hierarchical nature of healthcare settings can create power imbalances that facilitate bullying or lateral violence, especially when staff feel insecure or undervalued. The incident with the nurse manager exemplifies how authority figures can contribute to or mitigate incivility through their responses.

Strategies to Address and Prevent Incivility

To cultivate a healthy work environment, proactive strategies must be implemented. Stanton (2015) advocates for the development of clear behavioral guidelines that define unacceptable conduct and establish consequences for violations. Educational programs aimed at raising awareness about incivility and promoting respectful communication are vital. These programs should emphasize the importance of professionalism, conflict resolution, and emotional intelligence in fostering a positive workplace culture (Clark et al., 2010).

Furthermore, leadership engagement is crucial. Nurse managers and organizational leaders must model respectful behavior, enforce policies consistently, and create avenues for staff to report incivility without fear of reprisal. Mentoring programs and team-building activities foster a sense of unity and shared responsibility. Creating an environment where kindness and respect are upheld encourages open dialogue and mutual support among staff (Laschinger & Wilkerson, 2012).

The Role of Policy and Education

An effective approach involves integrating policies into organizational procedures that clearly articulate expectations and consequences. The Joint Commission’s standards recommend that healthcare organizations implement anti-bullying policies and provide ongoing training. Education should also encompass strategies for managing conflict and recognizing incivility early, empowering staff to address issues before they escalate (The Joint Commission, 2010).

Ongoing training and evaluation ensure sustained progress. For instance, hospitals can incorporate regular workshops, simulations, and peer support initiatives. These activities reinforce a culture of respect and accountability, essential for both staff retention and patient safety.

Conclusion

Workplace incivility remains a significant obstacle in the healthcare environment, threatening nurse well-being and patient safety. The personal experiences shared reflect a broader systemic issue requiring comprehensive strategies involving policy development, education, leadership commitment, and cultural change. Building a respectful and supportive workplace is not only essential for nurse satisfaction but also for delivering safe, high-quality patient care. Through collective effort and unwavering dedication, the nursing profession can advance toward a healthier, more respectful work environment that benefits all stakeholders.

References

• Clark, P. G., Smith, C., & Johnson, K. (2010). Promoting respectful communication to reduce incivility in nursing staff. Journal of Nursing Management, 18(4), 505–512.
• Duncombe, D., Campbell, A., & Davies, S. (2008). Impact of lateral violence and incivility on nurses’ psychological safety. Nursing Forum, 43(2), 76–88.
• Laschinger, H. K. S., & Wilkerson, J. M. (2012). Building supportive work environments for nurses: The role of leadership. Journal of Nursing Administration, 42(8), 371–378.
• Laschinger, H. K. S., Wong, C. A., & Grau, A. L. (2010). The influence of transformational leadership, empowering work environments, and magnet hospital attributes on nurses’ perceptions of patient care quality. Journal of Nursing Management, 18(8), 965–973.
• McNamara, S. A. (2012). Incivility in nursing: unsafe nurse, unsafe patients. AORN Journal, 95(4), 355–365. doi:10.1016/j.aorn.2012.01.020
• Schilpzand, P., De Pater, I., & Erez, A. (2016). Workplace incivility: A review of the literature and agenda for future research. Journal of Organizational Behavior, 37, 57-88. doi:10.1002/job.1976
• Simons, S. R. (2014). Building a culture of safety: nursing strategies. Nursing Management, 45(11), 12–18.
• The Joint Commission. (2010). Speak Up: Preventing nurse bullying. Joint Commission Resources.
• Stanton, C. (2015). Action needed to stop lateral violence in the perioperative setting. AORN Journal, 101(5), 7–9.