cultforgnusbaum26673037

cultforgnusbaum26673037 - Counseling Establishing a Culture...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Counseling: Establishing a Culture of Forgiveness GEORGE F. NUSSBAUM, PHD, RN, CNOR Editor's note: This article is reprinted from SSM 2002;8(5):41-46, with permis- sion from AORN, Inc, Denver, CO. O ne responsibility tbat supervi- sors dread tbe most is counsel- ing employees for poor per- formance or bebavior issues. Tbis sort of counseling often results in negative feelings between employees and super- visors. Conflicts with and among em- ployees represent one of tbe largest reducible costs in organizations, and one of tbe least recognized.' Approxi- mately 65% of performance problems are a result of damaged relationsbips between employees or between em- ployees and supervisors. Performance problems are not just deficits in em- ployee skills or motivation.' Workplace conflicts from any source, including cultural differences and communication errors, are expensive botb in money and wasted time. WHY NOT COUNSEL? Marginal employees often can sense tbe reluctance of supervisors to counsel tbem and sometimes perform just well enougb to avoid a counseling session. Supervisors often fail to bring tbese in- dividuals behind closed doors because tbey fear several potential consequences. Tbey are afraid the employee will be- come angry or react violently. Tbey may be afraid tbe employee will resign. In many instances, tbe question be- comes whether it would be better to have a marginal employee or none at all. Supervisors often fear counseling will be ineffective. Tbey are concerned tbe employee will cause cbaos among other team members. Supervisors worry the employee will not like them © AORN, Inc, 2007 anymore. Will the employee agree with the counseling, yet sabotage tbe organi- zation in otber ways (eg, taking fre- quent sick days, failing to document legitimate patient cbarges used during procedures)? Anotber fear is tbe employee may point out tbe supervi- sor's leadersbip failures and leave bim or ber more vulnerable. Perbaps tbe most pressing concern is tbat tbe employee will point out inconsistencies and tbe unfairness of selectively coun- seling tbem wbile others seem to be worse or guiltier tban bim or her. The employee may be a long-time staff member wbom supervisor after super- visor bas been unable to control or fire. THE COST OF NOT COUNSELING Good relationships between staff members are important, and conflict can add stress to an already complex environment. Conflicts in organizations represent lost revenue in tbe form of time wasted worrying, gathering facts, writing counseling statements, con- ducting counseling, and managing the aftermath. During the course of the conflict, supervisors often make bad decisions, agreeing to compromises tbat ABSTRACT COUNSELING "PROBLEM EMPLOYEES" can be a painful experience for everyone involved. THE COUNSELING PROCESS often fails because
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

Page1 / 8

cultforgnusbaum26673037 - Counseling Establishing a Culture...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online