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

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
Work Environment Assessment Walden University Shannon Pierce Interprofessional Organizational and Systems Leadership NURS6063 Dr. Gloria Beecher July 29, 2022 Work Environment Assessment Part 1: Work Environment Assessment The results of the Work Environment Assessment Template that I completed for this Module’s Discussion indicated that my current workplace was not healthy. I scored a 45, confirming that I viewed my current workplace as being uncivil and unhealthy. The tool we used was particularly important because it not only helped me learn about some of the areas that needed change to achieve better productivity for the employees but also offered a learning point to identify factors that crippled the development of a healthy workplace environment. In this case, I established the impact of poor communication between nurses and nurse leaders, poor conflict resolution approaches, nurse shortages, and the drastic changes being implemented in the workplace. One of the things that surprised me about the results was I thought my workplace was healthy, only for the results to point out that my current workplace was unhealthy. The other thing that surprised me about the results was that I had thought that employees in my current workplace were satisfied with their place of work, only to find out that most of the employees were not satisfied with their workplace environment. One of the things that I believed were present in the workplace was that there was poor communication in the workplace. This was confirmed because the results of the Assessment showed the prevalence of negative criticisms and sarcastic comments about coworkers and clients relate to incivility in the workplace. A recent study conducted by Workplace Bullying Institute revealed that 27 percent of American employees surveyed suffered abusive conduct or incivility at work, with an additional 72 percent being aware of incivility happening and 21 percent having witnessed incivility in the workplace (Crawford et al., 2019). These findings I realized through the Assessment surprised me to a great extent. The results of the Assessment suggest that the health and civility of my workplace were extremely poor. The results scored a 45 which showed that our organization is both unhealthy and uncivil. The score was particularly low for factors such as employee satisfaction with the leadership, communication, and limpidity. These factors suggested that my current workplace was both unhealthy and uncivil. Part 2: Reviewing the Literature One of the articles I selected discusses the concept of promoting a healthy workplace by considering the employees’ personal and professional views. Clark (2015) argues that through workplace improvement programs, organizations will be able to identify the potential areas where improvement is needed so that most of the elements in the organization can be improved. The author introduced the “DESC model” as the preferred solution to address workplace incivility by enhancing effective communication. The concept presented in Clark’s article relates to the results of my Work Environment Assessment because the “’DESC model” discussed is intended to promote positive relationships between the leaders, employees, and clients (Clark, 2015). The Model will thus help to identify the potential gaps and failures in the workplace and develop measures to make gradual improvements. The Model will thus help my workplace develop effective measures to foster discipline among the leaders and the employees so that the policies are observed to the latter. The “DESC Model” will also evaluate the new policies that will be implemented in the organization to overcome the barriers encountered in the organization. This will be important in understanding the effective and less effective strategies or measures and policies implemented in the organization to overcome the barriers that hindered the productivity and efficiency of the employees. My organization could apply the theory highlighted in the article I selected to improve organizational health by addressing the current communication needs in the organization. This will help the management to listen to the demands of the employees which will help to improve the organizational health. For example, the article will help to develop better communication channels to prevent employees from cracking jokes and criticizing each other. This will help to prevent incivility in the organization because the jokes and criticisms will be prevented before they escalate to more serious conflicts in the organization that may lead to some of the employees leaving the organization. The DESC Model could also help to develop robust measures that could be enforced by the organization I work for to ensure everyone abides by those regulations (Clark, 2015). For example, having policies against negative criticism of colleagues at work and allowing the right to freely express oneself without fearing being criticized will improve relations among employees. This will improve relationships among the employees, helping to create stronger work teams in the organization. Part 3: Evidence-Based Strategies to Create High-Performance Inter-Professional Teams One of the strategies that can be implemented to address the shortcomings of poor communication identified in my Work Environment Assessment is to keep communication open. Open communication is an approach that allows the teams to use a free but thoughtful flow of information (Helal et al., 2018). The multi-disciplinary teams will be able to achieve improved productivity when they use transparency and embrace open tools and practices to achieve continuous improvement. Open communication will also improve the ability of the organization to adapt, innovate, and grow its employees by engaging the employees. This will help to address the issues faced by the employees and thus achieve higher performance. The other strategy that can be implemented to address the shortcomings of employee dissatisfaction with the leadership identified in my Work Environment Assessment is through investments in the employees (Akhmad et al., 2020). When an organization invests in the future of the employees, the employees will be satisfied with the job path structure. For example, it is common for most employees to look for better job opportunities when they are unsure about the possibility of advancing their careers in the organization. It is thus important for the organization to invest in the future of the employees to address the challenge of employee dissatisfaction with the leadership. In order to bolster successful practices from the shortcomings revealed in the Work Environment Assessment, one strategy would be to gather feedback from the employees. Gathering feedback from the employees will help to identify issues of poor communication because the nurses would be able to express themselves and inform the nurse leaders when such cases occur. The organization could use suggestion boxes where the employees could drop their issues of concern anonymously or use online surveys which employees can fill from the comfort of their homes and responses recorded and used by the nurse leaders to improve job satisfaction and communication challenges in the organization. The second strategy that can be implemented to bolster successful practices revealed in the Work Environment Assessment is to prioritize the physical and mental well-being of the employees. It is impossible for employees to achieve optimal productivity and be satisfied with their work when they are not fully satisfied mentally, emotionally, and physically. This is because a study conducted by Weziak-Bialowolska and colleagues (2020) identified the link between life satisfaction, including work and health satisfaction, to be reciprocal. This means that employees cannot have work satisfaction without health satisfaction, nor health satisfaction without work satisfaction. The organization could prioritize the physical and mental well-being of the employees by training and educating them about the dangers of a culture of workaholism that could contribute to stress, burnout, and declining health of the employees (Moyer et al., 2017). By offering an employee fitness and training card, the employees would be able to attend physical fitness centers in their local communities to improve their physical and mental well-being and thus attain job satisfaction, especially with the leaders in the organization. References Akhmad, B. A., Suryadi, B., & Rajiani, I. (2020). Communicating the dissatisfaction in the workplace among public sector employees: loyalty and neglect as an alternative model of responses. Polish Journal of Management Studies, 21. https://bibliotekanauki.pl/articles/405571 Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. https://www.researchgate.net/profile/Cynthia-Clark-3/publication/302941121_Conversations_to_inspire_and_promote_a_more_civil_workplace_Let’s_end_the_silence_that_surrounds_incivility/links/580b928008ae2cb3a5da6c5e/Conversations-to-inspire-and-promote-a-more-civil-workplace-Lets-end-the-silence-that-surrounds-incivility.pdf Crawford, C. L., Chu, F., Judson, L. H., Cuenca, E., Jadalla, A. A., Tze-Polo, L., … & Garvida Jr, R. (2019). An integrative review of nurse-to-nurse incivility, hostility, and workplace violence: a GPS for nurse leaders. Nursing administration quarterly, 43(2), 138-156. https://journals.lww.com/naqjournal/fulltext/2019/04000/an_integrative_review_of_nurse_to_nurse.7.aspx Helal, G., Ozuem, W., & Lancaster, G. (2018). Social media brand perceptions of millennials. International Journal of Retail & Distribution Management. Moyer, F., Aziz, S., & Wuensch, K. (2017). From workaholism to burnout: psychological capital as a mediator. International Journal of Workplace Health Management. Weziak-Bialowolska, D., Bialowolski, P., Sacco, P. L., VanderWeele, T. J., & McNeely, E. (2020). Well-being in life and well-being at work: Which comes first? Evidence from a longitudinal study. Frontiers in Public Health, 103.