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Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3...

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We extend the healing ministry of Christ by caring for those who are ill and by nurturing the health of the people in our communities. Effective Strategies to Address Workplace Incivility Theresa Buxton Ph.D., RN, CNE Penne McPherson Ed.D., RN-BC, OCN 11/2/18
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Page 1: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

We extend the healing ministry of Christ by caring for those who

are ill and by nurturing the health of the people in our communities.

Effective Strategies to Address Workplace Incivility

Theresa Buxton Ph.D., RN, CNE

Penne McPherson Ed.D., RN-BC, OCN

11/2/18

Page 2: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation
Page 3: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

What is Incivility?

3

“Low-intensity deviant behavior with ambiguous intent

to harm the target, in violation of workplace norms for

mutual respect. Uncivil behaviors are characteristically

rude and discourteous, displaying a lack of regard for others”.

(Andersson & Pearson, 1999)

Page 4: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health 4

The American Nurses Association states that

Workplace Hostility (or bullying) is

“repeated, unwanted harmful actions intended to humiliate,

offend and cause distress”

(Nursing World, 2015, p.1)

Page 5: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

Renee Thompson

5

Page 6: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

Scars in the Fence

11/7/2018

6

Page 7: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

Scars in the Fence

The story is told of a little boy who had a short temper. His father decided to teach him a lesson by giving him a

bag of nails and telling him that every time he lost his temper he was required to hammer one nail into the

backyard fence. Over the next several weeks the little boy had driven in 47 nails! However, as the weeks

progressed he was driving in fewer and fewer nails as he learned to control his short temper. Eventually the boy

had learned how to control his temper most of the time. His father was proud and suggested that he pull out one

nail for every day that he had completely controlled his temper.

Many days had passed when the boy went to tell his father that all of the nails were gone. The wise father took

his son by the hand and they walked to the fence. He said, “Great job son, you have done really well, and I am

very proud of you! But I want you to notice the holes. This fence will never be the same. When you say things in

anger, you leave a scar just like you have left in this fence.”

Page 8: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Effects of Stress

8

On the brain-

Few days of stress: compromises the effectiveness of neurons in the

hippocampus, the area responsible for reasoning

and memory

Weeks of stress: reversible damage to brain cells

Months of stress: can permanently destroy brain cells

(Bradberry, 2017)

Page 9: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Effects of Stress

9

Chronic stress releases stress hormones

Epinephrine (adrenaline)

Norepinephrine

Cortisol

Cortisol causes weight gain, osteoporosis, digestiveproblems, hormone imbalances, cancer, diabetes, heartdisease, negative impact on the adrenal glands

Page 10: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

The Importance of a Safe and Civil Workplace Environment

10

-Patient Safety

-Employee Engagement/ Retention

-Promotion of creativity

-Increased self-esteem/ confidence/ competence

Page 11: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

An Unsafe/ Uncivil Environment

11

-Workplace Incivility

-Lateral Violence or Hostility

-Behaviors include simple things such as eye-rolling,condescending body language, non-verbal language such assnorts, drumming of fingers, inattention while person isspeaking…. texting…..

Page 12: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Managing Uncivil BehaviorsEmotional Intelligence- What is it?

12

“Emotional Intelligence is your ability to recognizeand understand emotions in yourself and others, and

your ability to use this awareness to manage yourbehavior and relationships”

Page 13: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

What does that mean?

13

“Emotional Intelligence is your ability to recognize and understand emotions in

yourself and others,….”

How do we recognize our own emotions and understandthem? How do we recognize and understand emotions inothers?

Page 14: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

What does that mean?

14

“….and your ability to use this awareness to manage your behavior and relationships”

Once we do recognize and understand how our emotions andthose of others work in relationships, we are able to bettermanage our behaviors in those relationships

Page 15: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

How Does Emotional Intelligence Work?

Page 16: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

First- the Spinal Cord

It is not a very advanced part of the brain so processing doesn’t really exist – it is the reptilian brain

It takes control of actions when it perceives a threat

The spinal cord will let the brain know we have our hands on the stove and it will send the motor command or reflex to take our hand off the stove before our brain really has time to process it

Fight or flight16

Page 17: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

Second- the Limbic System

The amygdala is a gatekeeper and

responsible for processing emotions

and memories for emotional events –

hence it fits with emotional intelligence

It is the most important structure in the limbic system related to EI

17

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Third- the Frontal Lobe

The youngest brain structure

Sets us apart from animals and gives us our essential humanness

Responsible for reasoning, planning, parts of speech, movement, some emotions and problem solving

The area in which people spend the majority of their time operating

18

Page 19: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

Putting it together:You are on a hike near Boulder. You hear a loud sound and growling….

Page 20: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health 20

What happens if the information is processed in the spinal cord and we

react with a reflex?

• Fight or flight.

• Hear sound, know I can’t win against large animals = run.

What happens if the information is processed in the limbic system?

• I hear the sound and think, “Oh no, might be a bear, this is terrifying.

I’ll never be able to outrun it if it that’s what the sound is.

• Frozen in fear.

Page 21: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health 21

If the information makes it to the frontal lobe without harnessing the

limbic system, I will be standing there with a bear trying to:

• Rationally decide what would be the best plan to avoid being

mauled by the animal

or

• Convince myself that it isn’t bear season so it couldn’t be a bear

If the emotional cue that this is a serious situation is missed, I will

probably still get mauled by whatever animal it is

Emotions are there for a reason

Page 22: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Key Points

22

Use all pieces of the brain together to understand and solve

problems most effectively

Note what automatic reflexes we are observing; sweaty palms,

heart racing (spinal cord)

Filter them through our emotional memories –how do we

normally react during stress and is that effective? Can these

emotions be controlled?

Then we can move to the frontal lobe and solve the problem

appropriately

Page 23: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Relationship Management

23

is really the last component of EI as it builds on everything that came

before it

You are using your own awareness and management and detecting the

same of others in order to effectively interact with people

Page 24: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation
Page 25: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

What is a Healthy Environment?

25

-Supportive

-Safe

-Trust and respect

-Applies learning to daily tasks

-Promotes interdependence, independence and self-motivation

-Considers the associate’s background, education, skills

Page 26: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health 26

Questions that really get at the heart of relationship

management are:

-Can you remain calm, energized and focused in the face of

another’s distress or during an upsetting situation?

-Can you defuse conflict with humor or by listening

convincingly to another’s point of view?

Page 27: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Ways to Create a Civil Environment

27

Increase:

- a climate of safety and healthy communication by rolemodeling and using as many opportunities as possible toteach interpersonal and care in confrontational skills

(“Leaving a Legacy” toolkit, Colorado Center for Nursing Excellence)

Page 28: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Ways to Create a Civil Environment

28

Decrease:- negativity- gossip-culture of blaming- use errors as teaching moments-maintain a zero tolerance for a communication that is unhealthy, disrespectful, or spoken to people other than the persons directly involved

(“Leaving a Legacy” toolkit.

Colorado Center for Nursing Excellence)

Page 29: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

The Five Agreements

29

1. Be impeccable with your word.

2. Don’t take anything personally.

3. Don’t make assumptions.

4. Always do your best.

5. Be skeptical and learn to listen.(The Fifth Agreement: A Practical Guide to Self-Mastery (2010)

Written by D.M. Ruiz & D.J. Ruiz)

Page 30: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Tools you can use…..

30

When encountering a situation where you realize you do not

want to respond immediately, you may:

-Tell the person that you will answer them in a moment

-Let them know that you need a few minutes before you

can answer them

-Take three slow breaths before responding

Page 31: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Personal Responsibility

31

Questions to ask oneself before responding to a conflict:

What part of this issue do I own?

What do I need to apologize for?

If I knew this conversation were being videotaped and then shown to people I respect, how would I change my reaction?

How can I show compassion towards this person?

Proverbs 31 Ministry

Page 32: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

Choices

32

Each of us make choices everyday. Healthy choices are made

realizing that we are human and make mistakes, we are

accountable for those mistakes and that opportunities to grow

come from errors

We have the choice to either be the victim

or

overcome the situation

Page 33: Effective Strategies to Address Workplace Incivility · 2020. 6. 18. · What is Incivility? 3 “Low-intensity deviant behavior with ambiguous intent to harm the target, in violation

© 2018 Centura Health

References

33

American Nurses Association (2015). Retrieved from http://www.nursingworld.org\bullying-workplace-violence.

Bradberry, T. (2017). Ten Toxic People You Should Avoid Like the Plague. Retrieved from http://www.talentsmart.com

Cashman, K. (1998). Leadership from the inside out. Provo: Executive Excellence Publishing.

Cornerstone on Demand. (2015). Retrieved from http://www.cornerstoneondemand.org

Davis, K., Middaugh, D., Davis, R. (2008). First down! Keeping your team in the game with great coaching. Med-surg Nursing, 17(6), 434-436.

Dickenson-Hazard, N. (2008). Ready, Set, Go Lead. Indianapolis: Sigma Theta Tau.

Dossey, B., Selanders, L., Beck, D., & Attewell, A. (2005). Florence Nightingale Today. Silver Spring, MA.: American Nurses Association.

Karsten, M., Baggot, D., Brown, A., Cahill, M. (2010). Professional Coaching as an Effective Strategy to Retaining Frontline Managers. JONA, 40 (3), 140-144.


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