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chapter 12 | Promoting a Healthy Workplace 191 CikguOnline
about it.” When Nurse B did so, the response was Seek Out Educational Opportunities
that the unit was too busy to accommodate students.
In most organizations, first-line managers do not
In addition, Nurse B received a verbal reprimand
have discretionary funds that can be allocated for
from the supervisor for overstepping her authority
educational purposes. However, they can usually
by discussing the placement of students. “All requests
support a staff member’s request for educational
for student placement must be directed to the educa-
leave or for financial support and often have a
tion department,” she said. The supervisor directed
small budget that can be used for seminars or
Nurse B to write a letter of apology for having made
workshops.
an unauthorized commitment to the community
Team leaders and nurse managers can make it
college. Nurse B was afraid to make any decisions or
either easier or more difficult for staff members to
public statements after this incident. Nurse B felt
further their education. They can make things dif-
alienated and powerless.
ficult for the staff member who is trying to balance
work, home, and school responsibilities, or they
Professional Growth and Innovation
can help lighten the load of the staff member who
The difference between a climate that encourages
has to finish a paper or take an examination.
staff growth and creativity and one that does not
Unsupportive supervisors have even attacked staff
can be quite subtle. In fact, many people are only
members who pursue further education, criticizing
partly aware, if at all, whether they work in an envi-
every minor error and blocking their advancement.
ronment that fosters professional growth and
Obviously, such behavior should be dealt with
learning. Yet the effect on the quality of the work
quickly by upper-level management because it is a
done is pervasive, and it is an important factor in
serious inhibitor of staff development.
distinguishing the merely good health-care organi-
zation from the excellent health-care organization. Encourage New Ideas
Much of the responsibility for staff development The increasingly rapid accumulation of knowledge
and promotion of innovation lies with upper-level in health care mandates continuous learning for
management, people who can sponsor seminars, safe practice. Intellectual curiosity is a hallmark of
conduct organization-wide workshops, establish the professional.
educational policies, promote career mobility, Every move up the professional ladder should
develop clinical ladders, initiate innovative projects, bring new challenges that enrich one’s work
and reward suggestions. (Roedel & Nystrom, 1987). As a professional, you
Some of the ways in which first-line managers can be a role model for an environment in which
can develop and support a climate of professional every staff member is both challenged and rewarded
growth are to encourage critical thinking, provide for meeting these challenges. Participating in
opportunities to take advantage of educational pro- brainstorming sessions, group conferences, and
grams, encourage new ideas and projects, and discussions encourages the generation of new
reward professional growth. ideas. Although new nurses may think they have
nothing to offer, it is important for them to partic-
Encourage Critical Thinking
ipate in activities that encourage them to look at
If you ever find yourself or staff members saying, fresh, new ideas.
“Don’t ask why. Just do it!” then you need to evalu-
ate the type of climate in which you are function- Reward Professional Growth
ing. An inquisitive frame of mind is relatively easy A primary source of discontent in the workplace is
to suppress in a work environment. Patients and lack of recognition. Positive feedback and recogni-
staff members quickly perceive a nurse’s impatience tion of contributions are important rewards.
or defensiveness when too many questions are Everyone enjoys praise and recognition. A smile, a
raised.Their response will be to simply give up ask- card or note, or a verbal “thank you”goes a long way
ing these questions. with coworkers in recognizing a job well done.
On the other hand, if you support critical Staff recognition programs have also been identi-
thinkers and act as a role model who adopts a fied as a means of increasing self-esteem, social
questioning attitude, you can encourage others to gratification, morale, and job satisfaction (Hurst,
do the same. Croker, & Bell, 1994).