Diagnosis Is A Critical Aspect Of Healthcare. However

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.

Review the results of your Work Environment Assessment, describe two surprising findings, and share one prior assumption that was confirmed. Discuss what the assessment indicates about the health and civility of your workplace. Select and analyze one or more articles related to workplace civility, assessing how the theories or concepts relate to your assessment outcomes. Explain how your organization might apply these theories to improve organizational health or strengthen teamwork, providing specific examples.

Based on your assessment results, recommend at least two evidence-based strategies to address identified issues and two strategies to reinforce positive practices. Support your suggestions with appropriate research and examples from credible sources. Use the course resources, particularly the Clark (2015), Clark (2019), Hover and Williams (2022), Lee and Miller (2022), or McDermott et al. (2021) articles, to underpin your proposals. Your paper should integrate theory and practical application, aiming to enhance civility and overall organizational health in your work environment. Be thorough, reflective, and explicit in linking research to your assessment findings and recommendations.

Paper For Above instruction

The assessment of workplace civility through the Clark Healthy Workplace Inventory provides valuable insights into the dynamics shaping organizational health. In my evaluation, I observed that the organizational climate demonstrates a moderate level of civility, but with notable deficiencies that warrant targeted strategies. Two surprising findings from the assessment were the extent of lateral violence among nurses and the apparent lack of formal civility policies. Additionally, I corroborated my prior belief that leadership plays a crucial role in setting the tone for civility, as the assessment revealed leadership’s inconsistent engagement in fostering respectful interactions.

The Clark (2019) article emphasizes the significance of cultivating a culture of civility and respect within nursing practice. The author advocates for proactive leadership, comprehensive policies, and ongoing education to embed civility into organizational norms. This concept directly relates to my assessment findings, where the absence of explicit civility policies may contribute to ongoing incivility. Clark’s framework suggests that systemic change, driven by transformational leadership, can promote healthier work environments by aligning organizational values with daily practices.

Applying Clark’s theory, my organization could initiate a civility program that includes mandatory training, clear reporting channels for incivility, and leadership accountability measures. For example, leadership development initiatives could emphasize transformational leadership skills, empowering managers to model respectful behaviors consistently. Regular staff workshops could reinforce the importance of civility, encourage open communication, and build a shared understanding of respectful interactions, thereby fostering a sense of psychological safety.

Furthermore, the Hover and Williams (2022) study highlights the devastating impact of lateral violence on new nurses’ decision to remain in the profession. The researchers advocate for early intervention programs, mentorship, and fostering a supportive culture that discourages lateral violence. These strategies align with the assessment results that indicated lateral violence as a significant barrier to a healthy work environment. Implementing peer support groups and conflict resolution training can serve as effective measures to reduce lateral hostility and enhance team cohesion.

To strengthen positive practices, my organization could establish a Diversity, Equity, and Civility Council modeled after Lee and Miller’s (2022) recommendations. Such a council would develop policies that promote inclusivity, monitor civility initiatives, and serve as a resource for staff facing conflicts. Regular recognition of civil behaviors, reinforced through leadership endorsement, would also support a culture of respect.

In terms of strategic implementation, evidence suggests that transformational leadership is instrumental in shaping organizational culture (Broome & Marshall, 2021). Transformational leaders inspire, challenge, and motivate staff to adopt civil behaviors and work toward common goals. Coupled with specific civility policies, this leadership style can create an environment where respect and collaboration are intrinsic values. Additionally, adopting structured conflict resolution processes can facilitate the addressing of incivility before escalation, promoting a more harmonious work environment.

In conclusion, the assessment results reveal areas for improvement in fostering civility within the workplace. Through the integration of research-based theories and targeted strategies, organizations can transform their culture into one that promotes respect, reduces lateral violence, and enhances overall organizational health. Leadership commitment, staff engagement, and systemic policies are essential components in building high-performance, collaborative teams capable of delivering optimal patient care and job satisfaction.

References

• Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader (3rd ed.). Springer.
• Clark, C. M. (2019). Fostering a culture of civility and respect in nursing. Journal of Nursing Regulation, 10(1), 44–52.
• Clark, S. (2015). Clark Healthy Workplace Inventory. American Nurse Today, 10(11), 20.
• Hover, L. A., & Williams, G. B. (2022). New nurses’ experience with lateral violence and their decision to remain in nursing. International Journal for Human Caring, 26(4), 199–208.
• Lee, S., & Miller, K. (2022). Developing a diversity, equity, and civility council to advance health equity in nursing academia and practice. Nursing Administration Quarterly, 46(3), E16–E23.
• McDermott, C., Bernard, N., & Hathaway, W. (2021). Taking a stand against workplace incivility. Journal of Continuing Education in Nursing, 52(5), 232–239.
• Clark, C. M. (2019). Fostering a culture of civility and respect in nursing. Journal of Nursing Regulation, 10(1), 44–52.
• Hover, L. A., & Williams, G. B. (2022). New nurses’ experience with lateral violence and their decision to remain in nursing. International Journal for Human Caring, 26(4), 199–208.
• Lee, S., & Miller, K. (2022). Developing a diversity, equity, and civility council to advance health equity in nursing academia and practice. Nursing Administration Quarterly, 46(3), E16–E23.
• Broome, M., & Marshall, E. S. (2021). Transformational leadership in nursing: From expert clinician to influential leader. Springer.