Safe environment

We are constantly bombarded to survive these days with news in these difficult times - that somehow if we just hang there and take cover before we again and everything is back to normal. The harsh reality is that the organizational life evolved on several fronts - economically, technologically, environmentally, politically, to name a few - and the need to adapt to these changes is greater than ever. Who does not continue to adjust the distance, or become even worse, obsolete.

What can companies do to avoid such a fate? Of course, learning the organization's ability to implement and easy to change the key, but the introduction of organizational change is a complete system ready - all must play a role - and nothing will happen if the corporate culture does not really support all in an attempt to. Organizational change is to take risks and make the most of the employees, no risks, unless it is to do a certain amount of security.

Create a collaborative environment is a prerequisite for the creation of learning organizations, and it is sometimes the most difficult obstacle to overcome in pursuit of a learning organization. The company culture is what determines the level of experience in the safety and the underlying assumptions driving behavior to create culture. Although the management culture is a major task, move the culture can not happen without the efforts of all parties. The following examples will help us investigate this process to create a healthy environment through the management and staff levels:

A nurse manager has figured out that there are two exit interviews with RNA that had been neglected because of their unity bullying behavior. Several have been involved in the long term and full-time nurses. Some have behaviors that are not helpful, except for talking behind her back, rolling eyes and muttered derogatory comments directed to newer employees. Manager is concerned about bullying behavior, and the veil of silence over what is happening. She suspected that the nurses who had completed unhappy, but their efforts to find out why no avail. *

Managerial

Edgar Schein of the corporate culture and leadership, culture is defined as "a pattern of common assumptions that have learned to a group, because there are problems ... that has worked well enough to solve in order to be recognized as valid and therefore taught to new members seen as the right way to think and feel in relation to these issues. "He continues:" If the leaders do not manage culture, culture - and for everyone else. "Here are some ideas as nurse manager of our example, culture can succeed in creating a safe environment:

Identify assumptions: The nurse manager must complete this task on its methodology and perhaps also indirectly, as a direct confrontation between the victim can only serve to alienate them further. You need the situation from improving patient outcomes, is morality, and ultimately the organization's productivity. Although the assumptions in the calculation is usually with the entire group met in a dialogue, because of the sensitive situation, perhaps they would like to begin by meeting individually with various collaborators. Then use this information in a set of what she believes, to develop the underlying assumptions and puts the entire team to their reaction and feedback.

Think systemically, instead of apportioning blame, think systemically with a look at all the patterns and trends over time to uncover the systemic causes. At the same meeting, the nurse manager could account for turnover of the unit and ask the staff to brainstorm why it is high turnover. The question must do in such a way as not to provoke a "blame the victim himself" mentality. For example, they might ask: "How our unit and / or organization do to create higher than the desired sales?"

Determine the desired state: At this stage it is important that the nurse manager to lead his people to look through a process of thinking what entity, if all goes well. It is a success for all involved to implement the desired state in its development of critical values.

Encouraging employees to the status quo: challenging the status quo links back to identify the underlying assumptions driving challenge. When the device can identify these assumptions and has set a vision for the desired condition is that they then can begin to figure out how they think and act. Viewers of bullying, which have to do something, be questioned by step, and those responsible must be held accountable for their behavior and the eventual impact on treatment outcome.

Set the model the desired behavior: The nurse manager must also provide clear expectations for acceptable behavior and is the model. Moreover, the managers, if they do not meet these expectations. The focus should not be completely determined corrective action. We would rather focus on positive reinforcement when employees to make progress and work well together.

A commitment to take a long time: Changing an environment that condoned the bullying takes time. The nurse manager must have patience and are in constant dialogue with their employees. It is also important to set realistic benchmarks, the unit can celebrate successes along the road.

Responsible personnel

Everyone in an organization is to create a safe environment free from bullying and harassment charges. Although the front may have the formal authority of employees to implement change is only their personal influence their limited self-image. Here are some things that individuals can do to create a positive environment:

Examine your own behavior: Each employee must ask the questions: "What do I do that contributes to the problem?" and "What can I do to make it better?" In addition to employees, to what level of support that they need to make changes. For example, if staff have been identified that contribute to ignore the problem of bullying behavior, then they must make an effort to make this behavior without fear of reprisals. The nurse manager and human resources need attention, which supports up to the plate to bat for the employees.

Think systemically: To understand the manager, staff have to explain why things are as they are doing and not being in the wrong place. The culture of a company is a reflection of the beliefs and practices that are accepted as valid, either openly or covertly. Any employee who can influence the system either negative or positive - the choice is his, or her.

Balance advocacy with inquiry, most of us is to initiate a discussion with our defense certainly get used to his seat. This means that we do not often say hear what others are doing. By balancing advocacy with inquiry, we will take as much time to understand the views of others, as we explain our own position. Employees can start this process with a request that the message that they want to understand why there is high turnover and / or why their colleagues are working bullying. The main results of balancing advocacy with inquiry is to develop a common understanding.

Setting limits: When the nurse manager has clear expectations for acceptable behavior, while employees can attract each other accountable to meet those expectations. You can also visit each other in their performances.

Be active: The companies that tend to be hierarchical in nature, always active, can be very challenging. Here, move your attitude is crucial. The staff in the department need not wait for their bosses in order to intensify the problem and aim to resolve it. Search for actions if they are aware that patient outcomes are related to risk taking, and they must know that their boss, they will return to.

Creating a safe environment can be difficult to work, and it requires action from all stakeholders. The understanding of the underlying assumptions that determine the current condition, what the desired results, look, and the application of patience and openness will help to drive back on track.

* Thanks to Beth Boynton for the development of this example.