79 In brief a more interdisciplinary nature of a team appears to increase

79 in brief a more interdisciplinary nature of a team

This preview shows page 47 - 49 out of 213 pages.

particularly collaborative, almost collegial" (p. 79). In brief, a more interdisciplinary nature of a team appears to increase effectiveness. Barriers to effective teams have been explored as well. In a study completed by the American Nurses Association (ANA) in 2001, fewer than 20% of nurse respondents felt safe at work, and almost 60% reported that they had been threatened or verbally abused during the past year (Gallant-Roman, 2008, p. 450). Nurses are often more worried about horizontal violence- that is, aggressive coworkers who gossip, criticize, scapegoat, undermine, intimidate, withhold information, bully, are insubordinate or passive aggressive, or use innuendo, than about other sources of aggression (Baltimore, 2006). Hutton (2006) described the consequences of unprofessional behavior, incivility and verbal abuse, even when the initial act may be unintentional, as violation of workplace norms for mutual respect wihle Kerfoot (2008) added lessened job performance, satisfaction, and morale along with contributions to turnover, legal action, and angst in the organization to the list. Martin (2008) declared that hospital leaders and managers must take action when faced with such behavior, thus ensuring a safe place to work, getting people to focus on performance rather than on protection or vengeance, and instilling respect and civility as pillars of the organizational culture. Creating and
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37 sustaining a safe, high-performing organizational culture for all workers requires leadership to take a proactive role. Staff needs to know that complaints of workplace bullying are addressed. Moreover, as fiduciaries, hospital leaders and managers are "required by sound leadership principles and increasingly by legal and accreditation standards to ensure that health care organizations are not only safe for patients but also safe for employees" (Martin, 2008, p. 26). To develop a safe culture, Martin (2008) directed administrators to write and publish behavioral conduct expectations for diligent adherence by all employees. Lambert and Lambert (2008) said that job satisfaction turns to frustration and exhaustion when workplace stress occurs. Cognitive symptoms workplace stress may include memory problems, indecisiveness, inability to concentrate, poor judgment, trouble thinking clearly, seeing only the negative side of an issue, anxious or racing thoughts, constant worrying, loss of objectivity, and fearful anticipation that something will happen while emotional symptoms may include moodiness, agitation, restlessness, short temper, irritability, impatience, inability to relax, feeling tense, feeling overwhelmed, a sense of loneliness or isolation and depression. Various physical symptoms may also appear, as do behavioral symptoms. Behavioral manifestations listed by Lambert and Lambert (2008) that affect work relationships and quality of work, included isolating oneself from others, procrastinating, neglecting responsibilities, using substances to relax, overreacting to unexpected problems, and picking fights with others.
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  • Fall '16
  • The Land, Speak, ........., Health care provider, healthcare organization, Denison Organizational Culture Survey

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