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NUR 514 Discussion Organizational Values and Cultures

NUR 514 Discussion Organizational Values and Cultures

NUR 514 Discussion Organizational Values and Cultures

Organizational Values and Cultures are supposed to serve as the blueprints for conflict resolution. For instance, an organization that values accountability is less likely to record conflicts arising from the lack of commitment. It appears fair to claim that a team member cannot fail to deliver on his end if the company policy calls for huge financial penalties which will reflect on his/her pay-slip or employment contract. On the other hand, a collaborative organizational culture helps resolve conflict in a proactive manner. Gordon (2017) affirms the preceding sentiment by claiming that people are more likely to cooperate in activities if they are part of the decision-making process. Lastly, while cultural diversity creates room for conflict, it can also serve as a long-term solution to the same. As controversial as this statement sounds, it is inspired by the fact that people in diverse cultures develop tolerance with time. This implies that they are no longer affected by common cultural differences that often cause conflict.

According to Whitney (2018), leadership and management go together; there cannot be leadership without management and vice versa. At some point, all nurses carry out leadership and managerial roles. Managerial roles and leadership roles may overlap in a sense that both look ahead and are not narrow minded (Whitney, 2018). Both roles also heavily influence, not only their group, but outsiders as well (Whitney, 2018). Whitney (2018) goes on to say, “Nurse leader-managers are change agents. They accept the current structure and processes of the organization but are aware of the need for change according to ever-changing realities and desire organizational growth as needed.” Nurse leaders can take advantage of having influence over a group and beyond that to facilitate change. Valiga (2019) argues that “leaders utilize the strengths and talents of those around them to influence positive change, often empowering others to take on leadership roles of their own. They encourage, support, and mentor their followers. In turn, followers challenge leaders and suggest alternatives to their ideas.” Despite being very similar, however, there are also some differences. For example, managerial positions are assigned, whereas leadership roles are appointed through influence (Whitney, 2018). More differences include–managers typically are in authoritative roles and have subordinates, compared to leaders who usually lack that same authority but have followers (Whitney, 2018).

The differences according to Lucia (2018) between a good manager and a good leader stands at the intersection of skills, strategic thinking and ethical integrity specific to the manager and the emotional intelligence, power of persuasion, empathy, passion and open communication specific to the leaderAdvanced practice nurse’s (APRN) can be placed into director positions at different levels within an organization. Within the managed care population, APRN’s have served as director of sector. For example, this may be in population health with the director having oversight of a large area either at a state, regional or corporate level. What I have seen personally is APRN’s set the tone for organizational business goal, provide details to that goal, statistics and then continue to push for that goal throughout upcoming months most often done in team huddles providing updates. In the past I led a team of 13 case managers. The entire department (statewide) was tasked to increase care plan production and meet metrics. The initial step was done as a company meeting. I followed up with a team meeting breaking down what each step meant and how I would be working with each of them at a team level and individually. This was a huge push on our stakeholders end to provide robust and lengthy care plans and it involved utilizing our systems in a way the team wasn’t accustomed to. I took time to listen to my teams’ concerns, set up training sessions, meet individually with each case manager and spend additional time with anyone who requested it. In many ways I like to take servant leadership and utilize this as my format as Neville, et al. (2021) states it is to help first then lead by example. This was true in my role as time to time I had to take on a case and took the time to incorporate what I taught and use mine and other case managers work as examples. Other tools servant leaders utilize is listening, empathy and persuasion. In persuasion it is a matter of providing the education and support rather than using your power of position (Neville, et al. 2021) to meet the organizational goals.

Once conflict has emerged in the workplace setting, there is no escaping it. Here, leaders and practitioners are urged to embrace it as a common occurrence in any environment that involves interpersonal interactions. Embracing conflict is a direct response which challenges stakeholders (including the conflicting parties) to seek solutions rather than letting the issue escalate beyond their control. After embracing this phenomenon, organizational leaders ought to facilitate open communication. At this point, it is important to give every party sufficient opportunity to voice their grievances in a nonjudgmental atmosphere. Such an approach allows the causal factor to be unearthed, while boosting the employees’ confidence in their leadership. In some instances, the conflict resolution process does not work as anticipated. The use of professional mediators is recommended when the conflicting parties are not willing resolve their differences without professional intervention.

Conflict resolution is a challenging process. For this reason, leaders are urged to deal with the issue proactively. Proactivity in this regard calls for the establishment of an organizational structure that avoids conflict. First and foremost, people from diverse cultures should be included in the organization. As stated earlier, this move is essential in building tolerance within a workforce (Manojlovic & Ketefian, 2016). Once this is attained, each member of a distinct culture should be included in all decision-making processes (Gordon, 2017). This strategy ensures that no one in the team feels aggrieved for not being involved in important organizational decision and process. Among the processes that should be designed in unity include the formation of Codes of Conduct. Since people tend to adhere to rules when involved in their formation, this option appears wise. Not to mention the fact that clearly stipulated codes of conduct reduce both the occurrence of and time spent on conflict resolution.

Topic 3 DQ 1
Description:
Describe an organizational change model that can be used in a dynamic health care environment. Based on this model, how is organizational change is managed? What role do stakeholders play during organizational change?
Topic 3 DQ 2
Description:
You have been selected to serve on a community outreach committee within your state’s nursing organization. The committee includes registered nurses of different specialties. At your first meeting, it becomes evident that not

everyone is in agreement with a recent position statement about the role of spiritual care, with some members arguing they will no longer support the committee if the position statement is not revised or reversed. As a nurse leader and change agent, how would you approach the committee? How could you draw from change theory to address these concerns and encourage collaboration on the committee?
Topic 3 Participation
Description:
NA

DescriptionNUR 514 Discussion Organizational Values and Cultures
Objectives:

1. Discuss the advanced registered nurse’s role as change agent within the interprofessional health care environment.
2. Analyze factors driving organizational change within health care organizations.

3. Evaluate change theories and collaborative models for promoting change.
4. Evaluate the ethical, social, legal, economic, and political implications of practice change.
Study Materials

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As part of their humane and professional mandate, nurses are actively involved in policy advocacy. The representation of patients, nurses’ needs, or the profession as a whole distinguishes nursing advocacy. In critical cases, nurses participate in the legislative process to ensure that their proposals have legal and political support. However, the process is not going as well as planned or anticipated. Individuals with opposing viewpoints, as well as retaliation, are common roadblocks. According to Jurns (2019), a lack of adequate information about policy creation is usually a barrier to success. Because of these challenges, nurses can employ a variety of strategies to position themselves as leaders and patient advocates.

Resilience and a thorough understanding of concepts and processes should always characterize the legislative process. Barriers are effectively resisted and overcome when policymakers confront them rather than avoid them. A good example would be when nurses or other policy promoters use their professional knowledge and understanding of concepts to persuade people with opposing views to change their minds. Reconciliation is critical for reaching an agreement that benefits patients, nurses, and the entire health-care system. According to Safari et al. (2020), nurses involved in health and legislative policies should not engage in moderate-level health policy-making activities. As a result, they must comprehend the legislative process and act appropriately while overcoming all challenges. It is also recommended to approach situations with an open mind in order to reduce the likelihood of conflict.

In any case, depending on the policy and advocacy team, the legislative process faces numerous challenges. Nurses should be mentally and physically prepared to face a variety of challenges. Resilience is essential, and a thorough understanding of the legislative and policymaking processes is also required.

10% Language Use and Audience Consciousness (includes sentence construction, word choice, etc.) Inappropriate word selection and a lack of linguistic variety are obvious. The author appears clueless of his or her audience. The use of elementary language suggests that the writer either does not employ figures of speech or employs them improperly. Some annoying anomalies in language choice (register) or word selection exist. The author’s use of figurative language is not entirely under control. In general, the language is suitable for the intended audience. The author obviously understands his or her audience, employs a variety of words appropriate for that readership, and employs figurative language to communicate effectively. The writer uses a diversity of sentence structures, figurative language, and word choice in a distinctive and creative manner that is appropriate to the goal, field, and scope of the work.

5% Writing Form and Structure (includes spelling, punctuation, grammar, language use) Errors on slides are so prevalent that they inhibit message transmission. The reader is distracted by frequent and repetitive mechanical faults. There are a few mechanical faults or typographical errors, but they do not distract the reader significantly. There may be a few mechanical flaws on the slides, but they are generally error-free. The writer demonstrates command of academic English usage.

5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

Organizational culture is a system of shared values and beliefs that contributes to behavior norms and determines an organizational way of life. Organizational culture is evaluated based on core values, shared assumptions, and common approaches to work (Nguyen Van et al., 2018). This paper seeks to analyze the culture and level of readiness of the organization for which my EBP project is proposed.

Organizational Culture and Degree to Which Culture Supports Change

The project on incorporating peer support in trauma-informed care will be implemented in my current healthcare organization. Our organization has an Adhocracy culture, which is defined by the flexibility and external focus aspects. Our culture is rooted in energy and creativity and involves innovation as a way of organizational functioning (Nguyen Van et al., 2018). Besides, the employees are encouraged to take risks, and our leaders are perceived as innovators. The work environment is agile and transformative, which has made the Adhocracy culture thrive (Nguyen Van et al., 2018). In addition, we emphasize specialization and rapid change within the organization, and thus change will be highly appreciated. Due to the innovative spirit in the organization, the employees are continuously engaging in activities that will promote positive change in the organization to achieve our goals and vision.

Organizational Readiness Tool and Readiness Assessment

The cultural assessment questionnaire developed by the World of Work Project (2019) will be used to conduct an organizational culture and readiness assessment. The tool is useful for organizations or teams that are going through change. The cultural assessment questionnaire evaluates several dimensions of organizational culture, including the decision-making process, treatment of employees, teamwork, tradition, and change implementation (World of Work Project, 2019).  The organization scored high in teamwork, objectives-driven employees, change, a strong emphasis on employees, consensus decisions, team communication, and cooperation. However, low scores were noted in decentralization, focusing on customer service, building long-term customer relationships, and attention to detail.

The culture assessment results reveal that our organization’s culture will support and sustain an evidence-based practice change. As a result, incorporating peer support in TIC will be readily accepted and implemented in the department and staff that provide TIC services. Strengths that will facilitate change implementation of the peer support intervention include: employees are driven by targets and objectives, encouraging and rewarding teamwork, leaders encourage change and innovation, consensus decision, frequent and transparent team communication, and coordination and cooperation in the delivery of patient care.

Weaknesses and potential barriers exist and might hinder change implementation. Weaknesses include a lack of a decentralized decision-making system and a lack of attention to detail with staff employing the 80/20 rule. Barriers include shortage of qualified peer support workers, self-care needs of peer workers, and lack of finances to pay for service and wages of peer support workers.  The change proposal will be readily implemented since stakeholders’ support change in the organization. Besides, the timing of the proposal is appropriate since the organization has many clients on TIC.

Health Care Process and Systems Recommended for Improving Quality, Safety, and Cost-Effectiveness

A quality improvement (QI) program would be an effective healthcare process to improve quality, safety, and cost-effectiveness. A QI program entails systematic activities organized and executed by an organization to track, evaluate, and enhance its quality of health care (De La Perrelle et al., 2020). The activities are usually repeated so that the organization continues to strive for higher performance levels to improve the care for its patients. I would recommend a QI program since it helps an organization improve patient health outcomes that entail both process outcomes and health outcomes (De La Perrelle et al., 2020). It also enhances the efficiency of managerial and clinical processes.  An organization can minimize waste and costs attributed to system failures and redundancy by improving processes and outcomes related to high-priority health needs.

Strategies to Facilitate Organizational Readiness

Organizational readiness to change is the organizational members’ commitment to change and mutual belief in their collective capability. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement. Consistent leadership messages and actions can promote organizational readiness by leaders conveying consistent messages and acting consistently to foster change (Metwally et al., 2019).  This can inspire employees to embrace common perceptions of readiness to change and foster cooperation when implementing the project. Fostering teamwork would promote organizational readiness since it encourages employees to collaborate to implement the change and achieve desired goals. Besides, active stakeholder involvement can facilitate organizational readiness since stakeholders determine if a change will be implemented and how the change process will occur (Metwally et al., 2019). Stakeholders in the organization can be encouraged to be active in implementing change to encourage other employees to put more effort, be persistent, and cooperative in the change process.

Stakeholders and Team Members Needed

Stakeholders and team members needed for the TIC project will include the hospital administrator, nurses, physicians, therapists, peer support trainers, and peer support workers. The hospital administrator will be responsible for overseeing the project’s activities and approving resource allocation to the project. Nurses and physicians will be tasked with screening patients for trauma, developing patients’ treatment plans, and referring patients to therapists and peer support workers (Shalaby & Agyapong, 2020). In addition, therapists will be involved in providing psychotherapy to patients affected by trauma. Peer support trainers will provide special training to peer support workers before they are part of the care team (Shalaby & Agyapong, 2020). Lastly, peer support workers will be tasked with implementing peer support interventions to overcome the isolation among patients with trauma experiences.

Information and Communication Technologies Needed

Communication about the project will be facilitated by technologies such as the internet and email. Stakeholders and team members will be sent emails to inform them of the project proposal and its implementation. Peer support trainers will require technologies such as computers and projectors to facilitate training. Besides, the internet, computers, and referral software will be needed to facilitate the referral of patients to therapists and peer support workers.

Conclusion

The organization for the EBP project has an Adhocracy culture with a culture rooted in energy and creativity. The culture highly supports change since the work environment is agile and transformative. A cultural assessment using the World of Work Project tool revealed that the organization would support and sustain the EBP change. It scored high in aspects that promote organizational change such as objectives-driven employees, change, emphasis on employees, consensus decisions, team communication, and cooperation. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement.

 

 

References

De La Perrelle, L., Radisic, G., Cations, M., Kaambwa, B., Barbery, G., & Laver, K. (2020). Costs and economic evaluations of quality improvement collaboratives in healthcare: a systematic review. BMC health services research20(1), 1-10. https://doi.org/10.1186/s12913-020-4981-5

Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: the mediating role of an organizational culture of effectiveness. Frontiers in psychology10, 2493. https://doi.org/10.3389/fpsyg.2019.02493

Nguyen Van, H., Nguyen, A. T., Nguyen, T. T., Nguyen, H. T., Bui, H. T., Tran, P. T., & Nguyen, A. L. (2018). Individual and occupational differences in perceived organizational culture of a central hospital in Vietnam. BioMed research international2018. https://doi.org/10.1155/2018/3759290

Shalaby, R. A. H., & Agyapong, V. I. (2020). Peer support in mental health: literature review. JMIR Mental Health7(6), e15572. https://doi.org/10.2196/15572

World of Work Project. (2019). A Simple Organizational Culture Assessment Questionnaire. The World of Work Project. https://worldofwork.io/2019/07/organizational-culture-assessment-questionnaire/