Physicians, change and toxic behaviors
Toxic behaviors in the workplace have the potential to arise during moments of change. They are often associated with miscommunication and loss of control, which result in emotional burnout, high turnover, patient safety events and poor patient outcomes. These behaviors are not acceptable and should not be tolerated. Nurse leaders have a responsibility to control and even eradicate these toxic behaviors. Nurse leaders must collaborate with other multidisciplinary leaders to identify the disruptive behaviors and develop a plan to prevent them from recurring. Porter-O’Grady and Malloch (2014) outline ten principles to minimize this type of organizational toxicity that manipulates progress and collaboration. These principles are tools that work to transform the dysfunctional, toxic environment into a healthier, more collaborative state. If implemented appropriately by nurse and physician leadership, a mutual respect and collaboration can be established.
Case Scenario
Toxic work environments create antisocial, self-defeating behaviors that can have devastating effects on the staff and patients. Alarmingly, …show more content…
That mindset is part of the past. As healthcare transforms and attempts are made to rid the environment of toxic behaviors, all healthcare providers must be held accountable for their behaviors. Murphy Enright (2015) states that by the end of the day, all healthcare workers must change themselves, how they interact with others and how they fit in the culture and influence it. In order to be held accountable, each stakeholder must own their role in self-transformation as well as their practice. As professionals, stakeholders must hold themselves and their peers accountable for positive change and positive
Toxic behaviors in the workplace have the potential to arise during moments of change. They are often associated with miscommunication and loss of control, which result in emotional burnout, high turnover, patient safety events and poor patient outcomes. These behaviors are not acceptable and should not be tolerated. Nurse leaders have a responsibility to control and even eradicate these toxic behaviors. Nurse leaders must collaborate with other multidisciplinary leaders to identify the disruptive behaviors and develop a plan to prevent them from recurring. Porter-O’Grady and Malloch (2014) outline ten principles to minimize this type of organizational toxicity that manipulates progress and collaboration. These principles are tools that work to transform the dysfunctional, toxic environment into a healthier, more collaborative state. If implemented appropriately by nurse and physician leadership, a mutual respect and collaboration can be established.
Case Scenario
Toxic work environments create antisocial, self-defeating behaviors that can have devastating effects on the staff and patients. Alarmingly, …show more content…
That mindset is part of the past. As healthcare transforms and attempts are made to rid the environment of toxic behaviors, all healthcare providers must be held accountable for their behaviors. Murphy Enright (2015) states that by the end of the day, all healthcare workers must change themselves, how they interact with others and how they fit in the culture and influence it. In order to be held accountable, each stakeholder must own their role in self-transformation as well as their practice. As professionals, stakeholders must hold themselves and their peers accountable for positive change and positive