Evidence-Based Strategies to Create High-Performance Inter-professional Teams Strategies to Address Shortcomings

Strategies that can be applied in addressing the shortcomings of poor communication and teamwork involve reflection, probing, and commitment. Clark (2015) points out that reflection on our workplace cultures, as well as the interactions and relationships we have with others is a vital step toward the improvement of team, individual, and organization success. Fundamental questions have to be asked when one is faced with the prospect of having a challenging conversation. They include inquiring about what would happen if one engages in a difficult conversation as well as what would happen if they did not. It also includes asking oneself what would happen to the patient if they stayed silent. Not speaking up during disrespectful situations has been identified as a severe breakdown of communication among care providers, and it has been asserted that such failures can have severe consequences for patient care. Creating commitment to a practice of speaking up can involve multifaceted organization approaches which foster a culture where individuals can effectively speak up when they have concerns.

Various sources of influence, as well as recommendations, can be utilized, such as improving the ability of everyone to speak and hold their colleagues accountable to safe practices. Such skills can be acquired through training and education, development of scripts, role-playing, as well as the increased practice of communication skills in situations involving high stakes. Also, the DESC framework can be applied in uncivil scenarios to structure conversations that are based on civility. Clark (2015) notes that utilizing the cognitive rehearsal strategies in combination with the DESC model is an effective means of addressing particular incidents of incivility.

Strategies to Bolster Successful Practices

The workplace assessment revealed one successful practice where the organization provides competitive compensations, benefits and salaries. It can be boosted further through the involvement of all stakeholders in the decision making processes of the organization. It involves incorporating team members from all care levels in creating and sharing the goals, values, and mission of the organization. Happy employees have been described as those whose personal values or visions align with those of the organization (Black and Venture, 2017). The goal, value, and mission of respect and civility should be embraced and shared by everyone in the organization to ensure its success. Employees at all levels need to be part of what the organization seeks to achieve so they can align their behavior towards the shared objectives. The second strategy involves effectively clarifying expectations about the clinical practice to enhance workplace autonomy. Such an approach can enable nurses to organize their work and communicate more effectively to promote sound clinical decisions (Griffin & Clark, 2014). Effective communication is necessary to ensure clarity, especially between leaders and subordinates. Every employee needs to know what they are expected to achieve or do and how they can accomplish it, and this includes the type of behavior that should be practiced in the organization.

Conclusion

Workplace incivility negatively influences employees as well as the health of the organization with communication and inter-professional teamwork being greatly affected. Literature points to various evidence-based strategies for reducing and eliminating incivility including reflection on our workplace cultures, as well as the interactions and relationships. It also points to the involvement of all stakeholders in the decision making processes of the organization to bolster successful practices.

References

Black, J., & Venture, K. L. (2017). The human factor to profitability: People-centered cultures as meaningful organizations. Journal of Organizational Psychology, 17(2), 24-34.

Broome, M. E., & Marshall, E. S. (2017). Collaborative Leadership Contexts: Networks, Communication, Decision Making, and Motivation. Transformational Leadership in Nursing: From Expert Clinician to Influential Leader, 86.

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23.

Griffin, M., & Clark, C. M. (2014). Revisiting cognitive rehearsal as an intervention against incivility and lateral violence in nursing: 10 years later. The Journal of Continuing Education in Nursing, 45(12), 535-542.