Respond on two different days by sharing ideas for how shortcomings discovered in their evaluations and/or their examples of incivility could have been managed more effectively.

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Workplace Assessment

Prior to taking my last position in the hospital setting, I did some research on the organization.  I was leaving a hostile environment and wanted to make sure I was looking at organizations that aligned with my professional integrity, had good recommendations from staff and the patient population.  Clark (2019) discusses that “in the patient care environment, uncivil encounters can provoke uncertainty and self-doubt, weaken self-confidence, and compromise critical thinking and clinical judgment skills” (p.64).  At this time in my career, I needed stability and a healthy work environment that supported me both professionally and personally.

Clark Healthy Workplace Inventory Results

Based on the Clark Healthy Workplace Inventory results it appears that I made a good decision, I knew that myself within six months of starting there.  Scoring an 82 out of 100 this sets my workplace in the moderately healthy category.  Answering the question is my workplace civil or not?  I would have to say that from administration down my organization is civil.  Overall the organization is true to its proposed pillars of excellence and standards for patient care, outcomes, and employee satisfaction. No organization is perfect, but I have experienced growth and change with the organization and I feel like they are moving in the right direction.  In reflecting on workplace culture Clark (2105) notes that purposeful relationships and interactions with others facilitate the success of the individual, team, and organization (p.19).


Unfortunately, I have experienced incivility in the workplace that is why I am with the organization I am with now. It was an unhealthy work environment where management was concerned, I shared the organization’s vision for patient care, but my manager did not. Often our ideas were shot down and then retaliated upon if she thought it might shade her as the manager. She was not a leader. The team I worked with was one of the only reasons I stayed as long as I did. We all experienced incivility at her hands collectively and individually.  It was not something that administration was unaware of, she had multiple complaints in previous years and prior to my group, her turnover rate was high. Communication had to be both verbal and in writing so that there was no miscommunication from all parties. We all could have been secretaries in our biweekly meetings. We were to add human resources (HR) to our communication when asked to do so. We worked along with HR to address issues and work on communication as a group as well as individuals. One might ask why I stayed with them as long as I did and to be honest it was the patient population.  I have since come to understand that it was not me individually or the team that was the issue, but that not all managers are leaders (Marshall and Bloom, 2017).

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18–23.

Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based scripting to address incivility. Nurse Educator.

Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.

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