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Workplace Environment Assessment

Moses

Workplace Environment Assessment

Part 1: Work Environment Assessment

Description of the Work Environment Assessment Results

After completing the Clark Healthy Workplace Inventory, my workplace received a total score of 92, placing it in the “very healthy” category. This high score is from a trusting, respectful, shared governance and staff-participation work culture that is deeply established at this facility. The findings revealed that staff regarded the leadership as open and available, with communication clearly articulated and acknowledging people’s rights, as well as policy fostering the growth of employees and cultivating psychological safety. Another feature is a high level of cooperation, emphasizing collaboration among staff members regardless of rank. Other notable areas of strength include recognition of employees, support related to staff’s well-being, and issues related to ethics. These findings are consistent with the practices of our facility in matters of staff diversity and delivering high-quality care by means of staff training, leadership presence, and attentiveness to staff input.

Two Surprising Things and an Idea Prior to Conducting the Assessment

Two findings were particularly surprising. First, the score concerning the performance level, which involves the extent of the employee decision-making, was higher than predicted. Although staff are occasionally encouraged to give feedback, the Inventory found that the employees believe they greatly impact the policies and practices, which is a higher level of empowerment than I was aware of. Second, I was quite shocked by the high mean for organizational support for innovation and change (Khaw et al., 2022). I was aware that change is encouraged, but I underestimated the extent of the active nurturing of innovation through formal mechanisms as well as the informal culture.

A belief from the inventory analysis was affirmed with the present focus on conflict of interest and civil conduct. At my place of work, issues are promptly and respectfully addressed. That was demonstrated in a personal experience when a senior colleague was once rude; the matter was settled in a private discussion that was followed by leadership’s compliance, which escalated the issue, reminding everyone that incivility was not acceptable and exemplifying the organization’s support for psychological safety.

The Health and Civility of the Workplace

Based on the results of the assessment, my workplace is clearly built on a foundation of civil, respectful culture and healthy employees. It allows personal and professional growth in an environment that responds to interpersonal conflicts and tensions created by workplace stress. Staff are valued, supported, and part of a team who are working together to achieve goals. Inclusivity, professional development, and ethical behavior are considered the priorities in the organizational climate (Mullin et al., 2021). This civility is important but not theoretical; it occurs in people’s everyday lives in how respectful communication, timely feedback, and visible leadership are received and given. The strengths reflected in this situation are indicative of a highly functional organization based upon those of a healthy workplace, such as emotional safety, accountability, and a commitment to ethical practice.

Part 2: Reviewing the Literature

Description of the Theory/Concept in the Selected Article

The selected article by Lee and Miller (2022) outlines the creation and implementation of a Diversity, Equity, and Civility (DEC) Council within a nursing school. The council is an initiative to respond to the Future of Nursing 2020-2030 call for action to eliminate health disparities and promote diverse, inclusive work environments. Following the principles of social justice and participatory leadership, the council has three objectives: The first is conducting diversity and civilities; the second one is performing as a knowledge center for Diversity, Equity, and Inclusion (DEI); the last one is developing and expanding internal and external partnerships in order to increase cultural competence (Lee & Miller, 2022). It also provided faculty-sensitive and culture-shifting initiatives like workshops, climate surveys, and civility training as a method geared toward creating a safe and inclusive environment for learning and working. This model shows that the approach is strategic and systems-level to infuse civility and every aspect of inclusiveness into practice.

How the Theory Relates to the Work Environment Assessment Results

The Clark Inventory results suggest that the DEC Council model is well aligned with the strengths of my workplace. The assessment score stands high, which indicates that the organization embraces civility, psychological safety, and inclusiveness. However, the article specifies that such values should be institutionalized as a council or a standing commission to endure and be held responsible. Consequently, although civility in my workplace is highly regulated and nurtured by leadership and the culture of the common working environment, there is no framework as elaborate as the DEC Council (Lee & Miller, 2022). The formation of such a council could help reinforce equity and civility initiatives through ongoing evaluation, change, and improvement. Additionally, just like in the Clark Inventory, the article also advocates for data use and flexibility in programming equal to that of the employees’ feedback.

Application of the Theory Highlighted

My organization could adopt the DEC Council model by creating the Interprofessional Equity and Civility Committee, which will be headed by the staff nurses together with allied health workers, managers, and support staff. It would be responsible for the overall management of workplace culture, the monitoring of climate, and the handling of feedback through workshops and training sessions. For example, according to the results of the survey conducted among the staff, the committee can organize training as quarterly cultural sensitivity training, communication, and teamwork with representatives of other generations. Promotion of a mentorship program that will enable senior staff members to work with newly recruited workers to help them understand cultural differences and how to appreciate that diversity (Marshall et al., 2022). These would bring out the values that already exist in the workplace so as to incorporate systematic measures and constant progress.

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams

Strategies for Addressing the Shortcomings Revealed

Despite achieving a good index score in my workplace, there is room for improvement – including ways to handle stress-related incivility and approaches to developing a plan for changes in workforce diversity. First, the application of resilience and mindfulness training is possible to reduce the levels of emotional exhaustion and enhance the levels of emotional regulation among staff. Studies have found that mindfulness Practice is effective at cutting down on burnout and improving concentration and courtesy through improvement of self-awareness and empathy (Kriakous et al., 2021). Second, implementing TeamSTEPPS as an interprofessional communication model will ensure improved team performance during these critical scenarios. According to Lee and Miller (2022), operational communication protocols act as a guide to maintaining civility as they prevent potential misunderstandings and maintain psychological safety. Both approaches focus on solving conflicts in communication and fostering positive behavior among the staff during crises and stress-related situations.

Strategies for Bolstering the Successful Practices

Two things should be done intensively to strengthen the positive practices already in place. First, the setting up of a formal mentorship program can go a long way in reinforcing the bond of the team, particularly with new staff. Specific domains of professional practice focus should include peer coaching, professional development, multicultural understanding, and pairing of mentors and mentees who occupy different types of professional positions (Jung & Kim, 2024). This aids in both the exchange of knowledge and promotes feelings of inclusion throughout the participants. Secondly, the launching of a civility awards and recognition program would establish the value of respect within the organization since it will encourage the staff to adhere to civil behavior (Chowdhury et al., 2020). These can be done in a peer nomination, and they could also be announced in the team huddle or newsletter. This brings out motivation and endorsement of professional attitudes, as well as promoting civility compliance throughout the organization.

References

Chowdhury, R., McKague, K., & Krause, H. (2020). How workers respond to social rewards: Evidence from community health workers in Uganda. Health Policy and Planning, 36(3), 239–248. https://doi.org/10.1093/heapol/czaa162

Jung, S., & Kim, J. (2024). The experience of good mentoring focused on overcoming turnover intention among millennial nurses. Frontiers in Medicine, 11. https://doi.org/10.3389/fmed.2024.1288829

Khaw, K. W., Alnoor, A., Al-Abrrow, H., Tiberius, V., Ganesan, Y., & Atshan, N. A. (2022). Reactions towards organizational change: A systematic literature review. Current Psychology, 42(22), 19137–19160. https://doi.org/10.1007/s12144-022-03070-6

Kriakous, S. A., Elliott, K. A., Lamers, C., & Owen, R. (2021). The effectiveness of mindfulness-based stress reduction on the psychological functioning of healthcare professionals: A systematic review. Mindfulness, 12(1), 1–28. https://doi.org/10.1007/s12671-020-01500-9

Lee, S., & Miller, K. (2022). Developing a diversity, equity, and civility council to advance health equity in nursing academia and practice. Nursing Administration Quarterly, 46(3), E16–E23. https://doi.org/10.1097/naq.0000000000000528

Marshall, A. G., Vue, Z., Palavicino-Maggio, C. B., Neikirk, K., Beasley, H. K., Garza-Lopez, E., Murray, S. A., Martinez, D., Crabtree, A., Conley, Z. C., Vang, L., Davis, J. S., Powell-Roach, K. L., Campbell, S., Brady, L. J., Dal, A. B., Shao, B., Alexander, S., Vang, N., . . . Hinton, A. (2022). The role of mentoring in promoting diversity equity and inclusion in STEM Education and Research. Pathogens and Disease, 80(1). https://doi.org/10.1093/femspd/ftac019

Mullin, A. E., Coe, I. R., Gooden, E. A., Tunde-Byass, M., & Wiley, R. E. (2021). Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency. Healthcare Management Forum, 34(6), 311–315. https://doi.org/10.1177/08404704211038232

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Question 

Clearly, diagnosis is a critical aspect of healthcare. However, the ultimate purpose of a diagnosis is the development and application of a series of treatments or protocols. Isolated recognition of a health issue does little to resolve it.

Workplace Environment Assessment

Workplace Environment Assessment

In this module’s Discussion, you applied the Clark Healthy Workplace Inventory to diagnose potential problems with the civility of your organization. In this Portfolio Assignment, you will continue to analyze the results and apply published research to the development of a proposed treatment for any issues uncovered by the assessment.

Required Reading

Select at least ONE of the following:

My Discussion Post

Reflection on Workplace Civility

After completing the Clark Healthy Workplace Inventory for my hospital and received a score of 92, which falls within the “very healthy” range. This indicates a workplace that fosters trust, respect, open communication, and shared governance (Clark, 2015). Teamwork, professional development, and employee well-being are prioritized, contributing to high staff morale and satisfaction.

Based on this score, the overall civility in our workplace is high. Civility involves behaviors that promote mutual respect and effective collaboration, even in stressful environments (Clark et al., 2011). In our setting, communication is direct yet respectful, and conflicts are typically addressed constructively. Employees feel valued and supported, reflecting a culture of inclusivity and professionalism.

Despite this positive environment, I did experience a moment of incivility during a busy shift. A senior nurse, overwhelmed by workload, snapped at me in front of others, questioning my competence. Though initially hurt, I chose to address the issue calmly and privately. The nurse apologized, acknowledging her stress. I also informed our supervisor, who emphasized the hospital’s zero-tolerance policy for incivility and followed up appropriately. This response demonstrated effective conflict resolution and accountability key markers of a healthy work culture (American Nurses Association [ANA], 2015).

This experience reaffirmed that even in a civil workplace, stress can lead to occasional lapses. What matters most is how such issues are addressed. In our case, respectful communication and leadership support restored trust and promoted team cohesion. A score of 92 accurately reflects a workplace committed to maintaining civility through proactive, respectful interventions.

References

American Nurses Association. (2015). Code of ethics for nurses with interpretive statements. ANA. https://www.nursingworld.org/coe-view-only

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18–23. https://www.myamericannurse.comLinks to an external site.

Clark, C. M., Olender, L., Cardoni, C., & Kenski, D. (2011). Fostering civility in nursing education and practice: Nurse leader perspectives. Journal of Nursing Administration, 41(7-8), 324–330. https://doi.org/10.1097/NNA.0b013e31822509c4

 To Prepare:

*Template completed in the Week 7 discussion should not be submitted with this assignment.

The Assignment (3-6 pages total):

Part 1: Work Environment Assessment (1-2 pages)

Part 2: Reviewing the Literature (1-2 pages)

Part 3: Evidence-Based Strategies to Create High-Performance Interprofessional Teams (1–2 pages)

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