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CIVILITY IN THE WORKPLACE

Leadership Meeting Monday, February 11, 2013

CIVILITY IN THE WORKPLACE

What can you do?

What are you willing to do?

CHARGE FOR LEADERSHIP


To explore the major factors contributing to the level of stress in the work environment and recommend actions

To examine the impact of personality conflict and the culture of disrespect, on patient safety, team work and a positive work place
To initiate and promote a cultural change
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OUR CHALLENGE IS CLEAR


BOLD AND INNOVATIVE ACTION AS A TEAM IS NEEDED NOW!! Two potential outcomes:

Staff will leave and contribute to the staffing shortage. Staff will stay, tolerate the stress, and contribute to a different problem: patient safety and escalating employee confrontations.
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PATIENT & EMPLOYEE SAFETY


Employees who feel intimidated
Will avoid communicating with the supervisors Will not raise concerns about inappropriate behaviors Will not speak up as a patient advocate Will not report their observations

WHAT IS THE IMPACT?


Sick calls Loss of productivity Decreased commitment to the organization Trayline errors Malpractice consequences Cost of orientation of new employees

WHAT CAN YOU DO?

Introduction Overview Seven Cs to change our culture


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CIVILITY IN THE WORKPLACE

OVERVIEW

CIVILITY
Civility is behavior that:
Shows respect toward another Causes another to feel valued

Contributes to mutual respect, effective communication and team collaboration


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LACK OF CIVILITY
Verbal Abuse Physical Abuse Harassment Negative behaviors
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Verbal Abuse
Profanity, demeaning comments, intimidating language, yelling, devaluing, discouraging, condescending language or voice intonation, impatience with questions or phone calls Being reprimanded in front of others, supervisors insulting the employees knowledge in front of co-workers, threat, racial or ethnic jokes, criticizing others in public, argumentative behavior, comments that create a defensive conversation.
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Physical Abuse
Assault and battery Throwing objects Using excessive force when moving or putting something down (i.e. slamming the door or equipment around) Outbursts of rage or violence (hitting the wall).
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Negative Behavior
Scape-goating, backstabbing, complaining, perpetuating rumors, behavior whose purpose is to control, humiliate, denigrate or injure the dignity of oppressed colleagues

Being expected to do anothers work (clean up after them), behaviors which undermine team cohesion, staff morale, self worth and safety, unethical or dishonest behavior, ineffective, nonproductive forms of conflict resolution, repeated failure to respond to a call, lack of respect, cultural bias.
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WHERE IT OCCURS
Said directly to the person Said to others

On the phone
Via email or letters Rumor mill

Overheard

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CODES OF CONDUCT
The VA has policies for dealing with disruptive behaviors These documents cannot stand alone to create a culture of civility

More is needed !! And it starts with YOU

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NFS Code of Ethics


Master Labor Agreement: Article 17 pages 60-65 Article 35 pages 187-205

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RESPECT
Connects us at a personal level Honors a safe place to have difficult conversations, least to an environment of trust

Reflects an attitude
Listening Understanding Personal sensitivity Compassion

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ENGAGEMENT
Result of respectful relationships Atmosphere of TRUST Allows YOU to provide in the best interest of your staff and the Veterans. Requires you stop, listen, assess, and communicate at all times

ENGAGEMENT IS NOT AN EMOTIONAL REACTION

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CREW at the Portland VA


HOW CAN WE CHANGE OUR CULTURE TO CREATE A POSITIVE, COHESIVE ENVIRONMENT?

WOULD YOU RATHER SPEND YOUR TIME CATCHING PEOPLE DOING THINGS RIGHT OR CATCHING UP ON A REPORT OF CONTACT?
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7 Cs
CLEAR expectations
It is the expectation of the Portland VA NFS Department that as part of this team, you support, value and respect all team players

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7 Cs
CONTEXT
Why are you on this team? What makes you important in accomplishing the teams goals? What is one important thing each of your team players provides to the team?
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7 Cs
COMMITMENT
What steps are you willing to take to actively support the commitment of others?

Is one of your team players enforcing a policy that you are not? How can you increase your level of commitment to the team goal?
The willingness to rely on others under conditions of risk and the expectation that others behavior is predictable & beneficial.
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7 Cs
COMPETENCE
Do you feel as though your fellow team players have the resources, skill and knowledge? What areas do you think need a focus and how can YOU help change that level of competence?
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7 Cs
CONTROL
What ways do you feel you have freedom and empowerment on this team? How are boundaries understood and supported?

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7 Cs
COLLABORATION
How are you working with the team to accomplish the action, the execution of the shift, the over-arching goals? Process of joint decision making among independent parties involving joint ownership of decisions and collective responsibility for outcomes.
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7 Cs
CONSEQUENCES
What areas are you accountable for on this team? Do you actively and immediately STOP finger pointing and start resolving situations?

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7 Cs
CULTURAL CHANGE
The Portland VA NFS department is:
TEAM BASED COLLABORATIVE EMPOWERING We challenge you: To maintain the momentum until a change of culture occurs and is maintained In the words of the Dalai Lama Be the change you wish to see in the world.
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Parting Thoughts

This didnt happen overnight and it wont be fixed overnight. Every major change takes place with one initial first step
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Parting Thoughts

Obstacles are what you see when you take your eye off the goal. You are either part of the solution, or part of the problem.

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