The Impact Of Uncivility In Nursing

Obvious communication, listening, and understanding the focus of the dispute are the factors for being effective. Nursing managers may often be involved in a conflict as an individual, an administrator, or a unit representative. A manager is expected to confront staff when a discord develops (Sullivan, 2018). It is also imperative a nurse manager abides by her professional responsibilities and executes practical conflict resolution techniques to diminish low morale and stress among her staff (McKibben, 2017). She must modify her conflict management skills to a likely situation (Saeed et al., 2014). In order for the nurse manager to handle the conflict, it is helpful to understand the people involved. Positive management promotes mutual respect, refines working relationship, and restores staff retention (McKibben,

The purpose of this integration paper is to educate about lateral violence in the professional setting, more specifically within the nursing profession. Lateral violence is defined as “profound and pervasive source of occupational stress with physical and psychological and organizational consequences.” (Cervalolo, D). Types of lateral violence include rude comments, verbal attacks, condescending language, sexual misconduct, lack of collaboration, professionally attacking a person integrity and reputation, blaming others for your own mistakes in front of others and family members of the patient, withholding important information and other non-professional behaviors.

Conflict has been an issue for man since the dawn of civilization. In today’s fast paced world conflict, especially in the workplace, is a frequent occurrence. When that workplace is a health care environment where lives are at stake, emotions run high and collaboration with many different disciplines is required conflict often becomes a prevalent part of everyday life. Conflicts in the workplace can lead to reduced morale, lowered productivity resulting in decreased patient care and can cause large scale confrontations (Whitworth 2008). In the field of nursing whether a conflict is with a peer, supervisor, physician, or a patient and their family, conflict management is a necessary skill.

Nursing is a profession founded on caring, compassion and collaboration. I believe that all nurses come to work with good intentions, but sometimes something happens along the way. “Horizontal violence can exist to some extent in any institution, with the potential to disrupt the integrity of the nursing profession and ultimately compromise patient care” (Becher&Visovsky, 2012, P. 213). I think that its important for us as professional nurses to acknowledge the “existence of horizontal violence, confront horizontal violence, and take appropriate actions to mitigate it (Becher&Visovsky, 2012, P. 213).

The purpose of this integration paper is to educate about lateral violence in the professional setting, more specifically within the nursing profession. Lateral violence is defined as “profound and pervasive source of occupational stress with physical and psychological and organizational consequences.” (Cervalolo, D). Types of lateral violence include rude comments, verbal attacks, condescending language, sexual misconduct, lack of collaboration, professionally attacking a person integrity and reputation, blaming others for your own mistakes in front of others and family members of the patient, withholding important information and other non-professional behaviors (Blair). These types of behavior can decrease the morale and making the working environment difficult to work in. “1 in 6 healthcare workers will experience some form of lateral violence”. (Blair).

Despite the rapidly expanding volume of literature on lateral violence in the nursing profession, it is apparent that those behaviours still occur (Croft & Cash, 2012; Roberts, 2015). Lateral violence is a systemic problem that still persists among our nursing professionals despite previous attempts to address it. Lateral violence causes serious negative outcomes for nurses, their patients, and health care organizations (Brunt, 2011; Johnson & Rea, 2009) and needs to be efficiently addressed. The purpose of this article is to generate an understanding of horizontal violence in nursing and explore the negative outcomes so that effective strategies can be found to finally address this problem. This literature review will be of interest to leaders,

Lateral violence is described as a non-physical act occurring between individuals and is intended to hurt another person emotionally. It may be a secretive or noticeable act of verbal or non-verbal hostility. The actions can extend exterior to the place of work and can be perpetrated individually or in cyberspace. Within the nursing community, lateral violence is described as aggression behaviors amongst nurses. The most common forms of lateral violence in the nursing practice include: undermining actions, withholding information, interference, backbiting, incrimination, backstabbing, broken confidences, and failure to respect the privacy of another person. Workplace conflict leads to adverse impacts on registered nurses, patients, other

Workplace violence and hazing is problem in almost every profession, but in nursing it could potentially put a life in danger. Nursing students are not warned about “nurses eat their young” sometimes until it is too late. If you get lucky you get to experience it during your clinical rotation where you have your instructor to back you up or you have the other students that are still your friends. It is always an eye opener when the nurse you are buddied up with during your clinical calls you “student” for the whole day because she cannot be expected to remember every student’s name. It is times like these you do not want to go to your instructor and

For example, the individual is rude or discourteous. Furthermore, incivility individuals are not empathetic and display bad manners (Gomez-Mejia, Balkin & Cardy, 2016). These individual are unsympathetic but may not necessarily be directed towards a particular group or person. Bullying done in the workplace is done purposely with the intent to do harm while incivility is often done in ignorance or subconsciously. Consequently, incivility can become bullying if done over a period of time and slow

Stopping Lateral Violence of any type in the workplace, specifically in the field of nursing is essential not only for one’s physical and mental wellbeing but for continued success professionally and socially. Lateral or Horizontal violence or abuse in the workplace is violence occurring between workers; it includes both overt and covert acts of aggression (Donley, 2012). This aggression can be verbal and nonverbal, and comes in many forms. “Lateral violence in any form feels bad and creates fear which prevents one from being at his or her best (Donley 2012). According to Donley, you cannot be productive in a fearful environment because you may experience any range of these emotions including but not limited to feeling violated, anxious, stressed, disrespected or angry (2012).

In an article entitled Combating Disruptive Behaviors: Strategies to Promote a Healthy Work Environment, the author states, “disruptive behaviors among healthcare workers threaten the safety and well being of both patients and staff (Longo, 2010)”. A study conducted by the Institute for Safe Medical Practices (2004) found that 39% of the nurses encountered reluctance or refusal to answer questions or return phone calls or pages; 40% reported condescending language or voice intonation; and 42% reported impatience with questions on the part of physicians (Longo, 2010). Due to their status of being seen as revenue generators for the hospital, physicians have long been in positions of power within healthcare systems. Because of this, their disruptive behaviors may be ignored or the physician may be treated more leniently than other staff members. Hospital administrators historically have reinforced these behaviors by giving in to the demands of the physician (Longo, 2010). Disruptive behavior may affect the nurse in the form of stress, frustration, lack of concentration, breakdown in communication, and impaired information transfer (Iyer, n.d. ). Edwards (2007) describes the physiological and psychological consequences of bullying: anxiety, panic attacks, aggression, feeling of dread, headaches, increased blood pressure, and loss of

Creative Nursing, 10784535, 2007, Vol. 13, Issue 3 EBSCO. This articles talks about what it takes to build a resilient work environment. Communicating respect is a key factor discussed. The article discloses a study done involving 7,000 employees across ten hospitals in Finland. The study asked the employees to rate their ‘sense of justice’ within their organization. The hospitals that had low ratings in the ‘sense of justice’ have a higher absenteeism rate. Employees treated with a lack of respect are most likely to call out sick. The rates are higher in men than in women. The study did not disclose why the disparity.

Clark, C., & Springer, P. (2007). Thoughts on incivility: student and faculty perceptions of uncivil behavior in nursing education. Nursing Education Perspectives, 28(2), 93-97 5p.

The problem of incivility in Nursing is widespread and well documented. It is referred to as lateral violence and is characterized as rude behaviors that are not illegal but cause psychological harm to others. Some of these rude behaviors include: making rude or hurtful comments, gossiping, scapegoating, holding back information, sabotaging or refusing to help colleagues, nonverbal displays of disdain. It is important to address it in that it adversely affects nurses and patients. An environment that is characterized by incivility has increased turnover of nurses and places patients at risk since it is more difficult to concentrate.

Nurse turnover is defined as “the number of nurses changing jobs within an organization or leaving an organization within a given year” (Baumann 2010). Retaining nurses is one of the most important issues in health care as its effects range from challenges in human resource planning, to high costs in financial and organizational productivity (Beecroft et al, 2008), to workgroup processes and morale, to patient safety and quality of care (i.e. patient satisfaction, length of patient stay, patient falls, and medication errors) (Bae et al, 2010). Nursing Solutions Inc (NSI) reported the national average turnover rate for hospitals increased from 13.5% in 2012 to 14.7% last year. Nurses working in Med/Surg had more turnover