removing disruptive behavior from the workplace
DESCRIPTION
Removing Disruptive Behavior from the Workplace. Renee Alexander Heather Jones Tracy Lindquist Amy Martin Nicole Rogers. Clemson University, HRD 860, Dr. Bronack, December 4, 2011. Acknowledgements. SC Pioneers in Disruptive Behavior Research & Education:. Karen Stanley, APRN, BC - PowerPoint PPT PresentationTRANSCRIPT
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RENEE ALEXANDERHEATHER JONES
TRACY LINDQUISTAMY MARTIN
NICOLE ROGERS
Removing Disruptive Behavior
from the Workplace
Clemson University, HRD 860, Dr. Bronack, December 4, 2011
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SC Pioneers in Disruptive Behavior Research & Education:SC Pioneers in Disruptive Behavior Research & Education:
Karen Stanley, APRN, BC Mary Martin,DNS,ARNP,NAP
Yvonne Michel,PhDLynne Nemeth, PhD, RNMedical University of SC
Peggy Dulaney, MSN, RN, PMHCNS, BC
Independent ConsultantUpstate AHEC
Acknowledgements
Research conducted in Nursing, Upstate AHEC
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ObjectivesDefine disruptive behavior
Discuss causes of disruptive behavior
Identify key characteristics of the 4 generations in today’s workplace
Discuss the impact of behavior styles on communication
Review policy and procedure
Develop an action plan for dealing with disruptive behavior in the workplace
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WORKPLACE INCIVILITY
DISRUPTIVE BEHAVIOR
HORIZONTAL HOSTILITY
LATERAL VIOLENCE
HORIZONTAL VIOLENCE
BULLYING
MOBBING
Old problem…New names
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Lateral Violence (Disruptive Behavior) in nursing is defined as “…nurses covertly or overtly directing their dissatisfaction inward toward each other, toward themselves, and toward those less powerful than themselves.” Griffin, 2004
Joint Commission (2008) calls it “disruptive behavior.”
Disruptive Behavior …What is it?
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Forms of Disruptiv
e Behavior
One-on-one aggression
Inter-group conflictShift-to-shift
Cliques within a workgroup
Department-to-department
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•Behaviors that undermine a culture of safety
•Overt actions such as verbal outbursts and physical threats
•Passive actions such as refusing to perform assigned tasks and quietly exhibiting uncooperative attitudes during routine activities
Disruptive Behavior…
Sentinel Event Alert #40, July 9, 2008, The Joint Commission
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“Faces” of
Disruptive
Behavior
Facial expressions, gestures (non-verbal)
Direct negative or hurtful words
Undermining activities
Withholding information
“Setting someone up” to look bad
Bickering between groups
Blaming everything on one person
Backstabbing
Failure to protect privacy/broken confidences/gossip
Unfair work assignments
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New employees (may be new graduates)
Experienced employees, but new to the area or department
Temporary staff or someone covering from another area
PRN staff
Students or trainees
Persons in lower hierarchical positions
Common Targets
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How DB/LV is Handled
IGNORED
Upstate AHEC, 2008
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Heavy workloads/short staffing Patients/customers are under stressRapid turn-around timesPatients’ lives are at riskUnpredictability of the workRecessionGenerally negative personalityPersonal issues impacting work life
Healthcare is a High Stress Environment
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Low moraleDecreased teamwork Increased stressDecreased quality of patient careIncreased absenteeismHigh turnover ratesIncreased labor costsDifficulty in recruiting new staff
What’s the impact?
Patient Safety
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Gender differences
Cultural/religious differences
Generational differences
People are ashamed of being a victim and don’t report the behavior
We come to accept bad behavior from some people
Fear of retaliation if we do report
Behavior styles
Other Contributing Factors
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How Can We Stop Disruptive Behavior?
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Raise Awareness of the Problem
Discuss with manager and co-workers
Research disruptive behavior individually or as a team
Encourage others to take this class
Other?
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Adopt Professional Standards of Behavior
Workplace Standards
Professional Organization Standards
Department Standards
Personal Standards
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Know Your Policy
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Address Behaviors as They Occur
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Communication Basics
Take time to calm down; be aware of your feelings
Talk directly to the person, not other co-workers
Holds discussions in private
Always be respectful of the other person
Listen carefully
Avoid blaming or retaliation
Use “I messages”
Consider the position/needs of the other person
Maintain a safe environment
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DESC Format for Effective Feedback
Describe the situation (“When …happened,”)
Explore or express your thoughts, feelings or concerns giving the benefit of the doubt (“I felt …..” or “Was it your intent to…?”)
Specify what you want them to do differently next time (“In the future, would you…?”)
Consequence-state the positive consequence when they do as you ask
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Cognitive Rehearsal Techniques
Recognize the behavior when it occurs
Plan ahead for ways to respond
Practice new responses before you need them
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My
Personal
Plan
•Identify specific situations as targets for interventions
•Plan responses
•Rehearse your new behaviors
•Develop a support system
•Discuss with your manager
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When You Hit a Wall
No changeYour best efforts
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Next Steps
Keep a record of the negative behavior. Write down the date, time, witnesses, and describe exactly what was said or done.
Keep a record of your attempts to deal with the negative behavior. Write down the date and time when you spoke with the person and describe what you said.
Share these records with your supervisor and ask for their help.
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The Tipping Point …
…when a few people begin to do the right thing, others join in and it CAN change the environment.
We are all either part of the problem or part of the solution !
www.upstateahec.org
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Questions & Answers
Renee AlexanderHeather Jones
Tracy LindquistAmy Martin
Nicole Rogers
Thank you!