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.

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.

To Prepare:

• Review the Resources and examine the Clark Healthy Workplace Inventory, found on page 20 of Clark (2015).
• Review the Work Environment Assessment Template*.
• Reflect on the output of your Discussion post regarding your evaluation of workplace civility and the feedback received from colleagues.
• Select and review one or more of the following articles found in the Resources:
  • Clark, Olender, Cardoni, and Kenski (2011)
  • Clark (2018)
  • Clark (2015)
  • Griffin and Clark (2014)

*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)

• Review the Work Environment Assessment Template you completed for this Module’s Discussion.
• Describe the results of the Work Environment Assessment you completed on your workplace.
• Identify two things that surprised you about the results and one idea you believed prior to conducting the Assessment that was confirmed.
• Explain what the results of the Assessment suggest about the health and civility of your workplace.

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

• Briefly describe the theory or concept presented in the article(s) you selected.
• Explain how the theory or concept presented in the article(s) relates to the results of your Work Environment Assessment.
• Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.

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

• Recommend at least two strategies, supported in the literature, that can be implemented to address any shortcomings revealed in your Work Environment Assessment.
• Recommend at least two strategies that can be implemented to bolster successful practices revealed in your Work Environment Assessment.

Solution

Nurse 6053 Week 9 Assignment

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Nurse 6053 Week 9 Assignment

Workplace Assessment Template Review

The Clark Healthy Workplace Inventory is one of the most important tools for evaluating the workplace environment (Clark, 2018). Before using this program, I incorrectly assumed that my job was a completely healthy atmosphere. Also, as I have progressed professionally, I have realized that healthcare workers like this tool, it boosts worker morale, and contributes to low turnover rates (Clark et al., 2018). As I filled out the inventory, I was reminded of the many occasions I had witnessed violence but chose to ignore it. The incidents were rare, but they were enough to warrant a policy change. One part of the checklist asks you to consider the amount of respect, directness, and transparency of company-wide communication. Now, I was reminded of when three nurses got into an argument because of a misunderstanding during shift handover. Although the problem was eventually fixed, it raised concerns about the efficiency of staff communication during handover and other phases of patient care. I was forced to enter a value of 3 for this criterion.

The rest of the inventory questions were scored between 3 and 5. The final score of 52 accurately reflected the atmosphere at my company, in my opinion. I am sure we can improve the existing state of affairs at work. The fundamental problem is the absence of well-defined lines of communication. Top-down management, in which superiors inform and direct their subordinates, is the norm in most organizations. According to Hafsteinsdóttir et al. (2020) and my observations from the workplace, lower-ranking employees are often afraid to speak up for fear of retaliation. In this company,

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