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Cultural Transformation: Developing Community & Collegiality Among Nursing Faculty

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  1. Cultural Transformation: Developing Community & Collegiality Among Nursing Faculty Sharon Kumm, MN, MS, CNE Kendra Ford, MSN, CCRC Beth Young, MSN, CNE University of Kansas School of Nursing

  2. Disclosures The authors report no conflict of interest

  3. Learning Outcomes • Explore current literature regarding civility and healthy work environments. • Describe strategies to promote community, collegiality, and diversity of thought amongst faculty. • Assess how the culture in one’s own work environment matches healthy work environment principles. • Discuss steps to improve workplace culture.

  4. Everyone Has A Story Have You Ever Experienced One of These? Nepotism Micromanager Workplace Bullying Your past work environments have a profound influence on you, but they don’t need to define you; instead, allow them to refine you.

  5. Literature Review

  6. World Health Organization: Healthy Workplace “A healthy workplace is one in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety and well-being of workers and sustainability of the workplace” Burton, 2010, p. 2

  7. Healthy Work Environment Health work environments integrate six essential standards: • Skilled communication (as proficient in communication as clinical skills) • True collaboration • Effective decision making (partners in policy, directing and evaluating clinical care, and leading organizational operations). • Appropriate staffing • Meaningful recognition • Authentic leadership American Association of Critical Care Nurses. (2005)

  8. Academic Healthy Work Environment Standards • Faculty and staff are as proficient in communication skills as they are in their respective academic responsibilities. • Nursing faculty and staff are relentless in pursuing and fostering collaboration within and beyond the university/college. • Nursing faculty and staff are valued and committed partners in implementing shared governance within the school and university/college. • Faculty and staff ensure the effective match between the mission of the school and designated employee competencies. Harmon, , DeGennaro, Norling,., Kennedy, Fontiane, (2018)

  9. Academic HWE (cont) • Faculty and staff ar recognized and recognize others for the value each bings to the work of the organization. • Nursing faculty and staff leaders fully embrace the imperative of a healthy work environment, authentically live it, and engage others in its achievement. • Faculty and staff engage and are supported in developing self-care as foundational to the creation of a healthy work and learning environment where all members of the academic community can thrive. Harmon, R., DeGennaro, G., Norling, M., Kennedy, C., Fontiane, D. (2018).

  10. Civility An authentic respect for others when expressing disagreement, disparity or controversy Attributes: • Being fully present • Respecting one another • Honoring differences • Engaging in genuine discourse Clark & Camosso (2008)

  11. Civility Best Practices • Use clear communication • Avoid gossip • Offer assistance • Encourage, support, and mentor others • Treat others with respect • Take personal responsibility • Collaborate and share information • Listen with interest and respect ANA (2018)

  12. Tool to measure Civility Workplace Civility Index 20 item survey Score of 20-100 • 90-100 very civil • 80-89 civil • 70-79 moderately civil • 60-69 minimally civil • 50-59 uncivil Clark, Sattler & Barbosa-Leiker (2018)

  13. Assessment

  14. Healthy or Toxic? Find Out Using This Tool AACN Healthy Work Environment Tool link: *You will need to create a free account to access the tool

  15. NLN’s Healthy Work Environment Toolkit

  16. Potential Positive Impact Healthy work environment can lead to: • More engaged nurses • Decreased burnout • Lower turnover • Better patient care AACN. (2019)

  17. Strategies

  18. How Do We Get There? Start with Leadership: effective leaders create healthy work environments Communication - open dialogue Trust Reflection Collaboration Shared governance Kuehn (2010)

  19. Culture Change Focus on the desired change • Fosters intrinsic motivation, personal passion, and resonant meaning • Emphasis is placed on methods, goals, resources, resources, and finding new ways to achieve goals • Facilitates ownership vs. buy-in Our people reflect positive attitudes, treat each other with respect, and do not complain, gossip, or point fingers. Dent& Tye (2016)

  20. Ownership “Ownership involves participating in the development and choosing to endorse the curriculum . Rather than simply achieving buyin, faculty involvement and ownership in the development of curriculum ensure faculty awareness of options considered during process. As decisions are made, it is important to allow time for the faculty to transition to each new idea.” Kumm& Fletcher (2012)

  21. Mentorship: Dual Impact Both Mentors and Mentees Stand to Benefit! Mentors have the opportunity to influence new faculty Mentees have the opportunity to learn from seasoned faculty Collaboration is encouraged and celebrated Fresh ideas are explored while processes are improved or streamlined Mentorship can occur outside your workplace as well: NLN or STTI

  22. The Lunchroom Make Time to Eat Together! Why? De-stress & Connect/ Provide Support Think Tank Opportunities/ Expand Knowledge Mentorship Opportunities: Value the seasoned yet embrace the new

  23. Our Back Story: How we changed our culture

  24. Discussion

  25. My Work Environment is Unhealthy, Now What Do I Do? Consider These Questions: What is the Leadership Like? Do Others Desire Change? What is Realistic ? Should You Stay or Should You Go?

  26. KU School of Nursing: A Great Place to Work! Every Opinion is Valued- We Encourage the Open Discussion of Ideas and Issues Gossip is Absent We listen and share with one another We Genuinely Celebrate Success of Faculty and Students Degree Achievement, NCLEX Pass Rates Follow Civility Rules: Treat Others Well and Expect to Be Treated Well in Return Meires(2018).

  27. References American Nurses Association, (2018). Civility best practices for Nurses. Kentucky Nurse, 66(4), 11-12. American Association of Critical Care Nurses. (2005). AACN Standards for establishing and sustaining healthy work environments: A journey to excellence. American Journal of Critical Care, 14(3), 187-197. AACN. (2019). Healthy work environments. Retrieved from Burton, J. (2010). WHO healthy workplace framework and model: Background and supporting literature and practice. Retrieved from Clark, C. & Camosso, J. (2008). Civility: A concept analyst. Journal of Theory Construction and Testing, 12(1), 11-15. Clark, C., Sattler, V. P. & Barbosa-Leiker, C. (2018). Development and psychometric testing of the Workplace Civility Index: A reliab tool for measuring civility in the workplace. The Journal of Continuing Education in Nursing, 49(9), 400-406, doi:10.39258.00220124-20180813-05

  28. References Dent, B. & Tye, J. (2016). Creating a positive culture of ownership. Nurse Leader, 14(3), 185-190. Harmon, R., DeGennaro, G., Norling, M., Kennedy, C., Fontiane, D. (2018). Implementing healthy work environment standards in an academic workplace: An update. Journal of Professional Nursing, 34(1): 20-24. Kuehn, M.B. (2010). Creating a healthy work environment for nursing faculty. Creative Nursing 16(4), 193-197. Meires, J. (2018). The essentials: Nursing faculty who bully students and colleagues. Urologic Nursing 38/6, 303-304. NLN. (2018). NLN releases A Vision for Creating Community to Build a Civil and Healthy Academic Work Environment, Nursing Education Perspectives. 39(5), 287-388.

  29. Contact Information Sharon Kumm, MN, MS, CNE Kendra Ford, MN, CCRC