The role of the chief nursing officer (CNO) involves being an administrator, participating in an executive leadership team, and most importantly making decisions on behalf of nursing. The CNO is the designated representative and the advocate for all the nurses within the facility. The situation that occurred with nurse Audrey and Dr. Jones, needs the CNO’s input. It was clear that Audrey was feeling discouraged about the situation with Dr. Jones. As a nurse leader, Marquis and Huston, (2021), recommend that listening and supporting a discouraged employee can help improve the work environment. As the CNO, encouraging positive interdisciplinary communication is necessary, especially in this scenario. Speaking with Dr. Jones and listening to his expectations is helpful to understand what his perspective is on the project.
Key points that need to be mentioned when meeting with Dr. Jones involve reviewing the nurse’s highly valued role and what is best for the company, the interdisciplinary team, and most importantly, the patients. Perhaps at this time, a reevaluation of the plan is needed because it is important to be able to work as a team. A nurse can be used for the job, as they are familiar with key factors in teaching. In this scenario, it seems like the role was too overwhelming for Audrey. Possibly another nurse would be able to fulfill the role and help Dr. Jones. Creating a positive environment and effective communication between nurses and doctors increases patient satisfaction, safety, and quality of care (Amudha et al., 2018).
Sexual harassment is a very serious issue in the healthcare industry. In this scenario, the nurse is feeling incredibly uncomfortable with the unwanted attention she is receiving from the provider. She feels even more anxious, as this physician is popular and well-liked on the floor, and she doesn’t want to feel alienated if she reports the harassment. As a course of action, I would stand up to the provider and communicate that I am highly uncomfortable with the situation and I do not want this extra attention. If it continues, I would then choose to escalate the situation, by taking it to the supervisor or nursing manager. According to Marquis & Huston (2021), it is the responsibility of the employers to prevent, detect, and correct instances of sexual harassment. It is my responsibility to make sure I am reporting any harassment to the appropriate personnel and ensure my ability to provide sufficient patient care is not hindered. Any harassment should be reported, even if it is not my own. In this scenario, the driving forces would be the idea of a harassment-free workplace with a healthy work environment. Restraining forces may include the physician not getting proper disciplinary action or the physician not taking the situation seriously, leading him to do it again to other employees.
With any health organization, employees should be able to rely and confide in their direct supervisors or managers. Support systems can include these supervisors and managers, as well as team leads, department heads, or a nurse advocate manager. One can go up the chain of command, if there are no appropriate actions being taken to resolve the conflict. The organization has a responsibility to protect employees from such harassment, and act on scenarios that require disciplinary action. Marquis & Huston (2021) further explain that organizations must have a harassment plan that lists steps that should be taken by personnel, in order to appropriately resolve the situation, no matter who the employee in question is. It might also be in the organization’s best interest to consistently speak on the topic, and express that this sort of behavior will not be tolerated. The biggest obstacle with sexual harassment is that nurses often hold a fear of reporting, which allows the harassment to continue without correction (Ross et al., 2019). The organization should require annual training modules on the topic to be completed, as well as providing employees with the correct resources to report the information.
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