2.50
Hdl Handle:
http://hdl.handle.net/10755/201653
Type:
Presentation
Title:
Implementing Positive Psychology with Hospital Staff
Abstract:
(41st Biennial Convention) Purpose:  To describe from a nurse manager perspective the process of learning a new theory of change used in a case study in a multiple OB/GYN unit at a major academic medical center. Implementing 6 positive psychology principles created a successful change in the work environment, which had a positive impact on staff satisfaction and patient care.  Methods:  Traditional HR “accountability” methods failed to change a work environment characterized by lateral violence, insubordination, and hostility. In one year we were able to totally transform the culture on our units and became a top ranked staff in the institution. Positive psychology coaching for leaders and staff helped establish a positive and healthy work environment centered on staff learning to live their values of camaraderie, teamwork, and professionalism. A detailed description of learning to manage from a positive psychology perspective will be presented. Specific strategies will be discussed for increasing nurse satisfaction, retention, and engagement indictors in order to achieve higher levels of patient safety, satisfaction, and quality of care. Specific methods will be described for improving and sustaining (for 3 years now) the staff’s passion, positive relationships, optimistic attitudes, proactive use of strengths, personal well-being, and their commitment to making a difference in the lives of others. Results: We achieved a quantum shift in our workplace culture: job engagement increased 87%, staff satisfaction rose 85%, and RN retention rose 50%. NDNQI, patient safety and satisfaction, and Gallup Q12 scores also rose significantly. Conclusions: Life as a manager can become a joy by learning how focus the majority of the leaders time and attention of creating a positive work environment. By learning to manage the negative stress reactions engendered by toxic, disruptive staff members, the leader and staff can effectively regain control of their work environment.
Keywords:
staff; culture; leadership
Repository Posting Date:
11-Jan-2012
Date of Publication:
4-Jan-2012
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleImplementing Positive Psychology with Hospital Staffen_GB
dc.identifier.urihttp://hdl.handle.net/10755/201653-
dc.description.abstract(41st Biennial Convention) Purpose:  To describe from a nurse manager perspective the process of learning a new theory of change used in a case study in a multiple OB/GYN unit at a major academic medical center. Implementing 6 positive psychology principles created a successful change in the work environment, which had a positive impact on staff satisfaction and patient care.  Methods:  Traditional HR “accountability” methods failed to change a work environment characterized by lateral violence, insubordination, and hostility. In one year we were able to totally transform the culture on our units and became a top ranked staff in the institution. Positive psychology coaching for leaders and staff helped establish a positive and healthy work environment centered on staff learning to live their values of camaraderie, teamwork, and professionalism. A detailed description of learning to manage from a positive psychology perspective will be presented. Specific strategies will be discussed for increasing nurse satisfaction, retention, and engagement indictors in order to achieve higher levels of patient safety, satisfaction, and quality of care. Specific methods will be described for improving and sustaining (for 3 years now) the staff’s passion, positive relationships, optimistic attitudes, proactive use of strengths, personal well-being, and their commitment to making a difference in the lives of others. Results: We achieved a quantum shift in our workplace culture: job engagement increased 87%, staff satisfaction rose 85%, and RN retention rose 50%. NDNQI, patient safety and satisfaction, and Gallup Q12 scores also rose significantly. Conclusions: Life as a manager can become a joy by learning how focus the majority of the leaders time and attention of creating a positive work environment. By learning to manage the negative stress reactions engendered by toxic, disruptive staff members, the leader and staff can effectively regain control of their work environment.en_GB
dc.subjectstaffen_GB
dc.subjectcultureen_GB
dc.subjectleadershipen_GB
dc.date.available2012-01-11T10:45:26Z-
dc.date.issued2012-01-04en_GB
dc.date.accessioned2012-01-11T10:45:26Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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