The issue of how the alignment of nurses’ values and the organizational core ideologies can affect the performance of the practitioners has attracted vast concern. Researchers and scholars seek to determine how the alignment of these values or the lack of consistency can affect the quality of care provided. In perspective, the consistent alignment of both the organizational and individual values prevents unnecessary conflicts between the practitioners and the management while lack of compatibility between these values creates continuous conflicts that reduce the standards of the care provided.
The Effect of Organisational and Personal Values
The alignment of organizational and personal values affects the engagement of the nurses and their performance when it comes to caring provision.
Effects of Compatibility between both Set of Values
According to the thesis statement, it was indicated that the compatibility of individual and organizational values reduces conflict between the managers and the practitioners. As such, the reduction of conflict between the organizational supervisor and the nurses increases compliance (Thomas, 2013). Since the nurses’ have accepted the values of the organization, they follow all the guidelines, policies and regulations set by the organizational leaders. In turn, this creates a favorable working environment whereby the managers experience little resistance from the practitioners. On the other hand, the nurses relate adopt a positive attitude when fulfilling the goals of the organization. As a result, the organization is capable of providing diligent, effective, and timely care.
In addition to this, compatibility of both sets of values prevents the resignation of some nurses from the organisation. For strict individuals, they would consider resigning rather than compromising their personal values. As a result, the organisation might lose people with competent skills and reduce the overall output of the organisation. Besides, preventing this risk, the compatibility reduces the level of stress experienced by the nurses when working. Indeed, reduction of stress for the employees increases their output.
Effects of Incompatibility between Both Set of Values
When the individual and organisational values are incompatible, the nurses and organisational managers as well as supervisors engage in continuous conflicts. The individual nurses are not willing to sacrifice their values for the sake of the organisation. On the contrary, the organisation does not look forward to foregoing their core values in order to consider the opinions of the nurses. In this scenario, therefore, the organisation tries to force the nurses to perform their duties according to the values of the institution. Obliviously, this causes resistance from the nurses and subsequent deviation from the common goal. Particularly, the two parties start solving a value-based conflict rather than discharging the services. Additionally, it increases instances of resignation whereby the organisation loses crucial skills. This is accompanied by the increased level of stress among the employees and reduced performance.
Use of Communication Techniques in Nursing
Terminal Diagnosis Patients
One of the most important and effective communication skills that can be used when addressing terminally ill patients is listening. First, it is important to understand that communication does not include talking alone. Instead, it incorporates the art of listening. For the terminally ill patients, they are overwhelmed by the idea of death rather than having hope in life (Runde & Flanagan, 2010). As such, the nurse should engage in more listening than talking since the latter creates a sense of empathy. This empathy becomes a source of support because the patient has the opportunity to relieve their mind.
Graduate Positive Criticism
When seeking to criticise a new graduate, the most effective communication skill is deployment of positively stated statements. For example, you have considered the correct factors but you should improve the data recorded. This criticism is constructive since it does not discourage the graduate.
Handling a Yelling Doctor
In order to handle a yelling doctor, the nurse should first follow the instructions provided. After that particular session, the nurse should deploy a communication technique known as the direct address. This technique enables that nurse to meet the doctor and engage in a direct talk concerning the informal yelling. This will be the appropriate in order to stop the informal approach and still maintain the good working relationship.
The nurses should be enthusiastic when addressing their colleagues so that they create a favourable atmosphere for working. This enthusiasm prompts others to feel accepted and considered. As such, the technique makes the colleagues feel excited and share their ideas freely (Campbell & Gilbert, 2014). This extensive sharing facilitates technical collaboration among the nurses and improves the overall performance. The second technique that facilitates collaboration is the idea of asking open-ended questions. These questions do not limit the responders to provide any pre-specified answers that can otherwise reduce their freedom of speech (Hunt, 2013).
Instances of Value Conflict
One time my values did not align with the organisation was when the organisation approved to carry out an experimental surgery. When the experimental surgery was approved, I faulted the decision because the organisation was after money rather than the life of the patient. This was a critical point of conflict since I believe in absolute consideration of human rights and upholding the dignity of patients.
As stated in the thesis statement, it is evident that the consistent alignment of both the organisational and individual values prevents unnecessary conflicts between the practitioners and the management while lack of compatibility between these values creates continuous conflicts that reduce the standards of the care provided. Compatibility of these values makes the practitioners embrace commitment and offer high-quality services. In addition, it is established that open-ended questions and listening are some of the techniques used to create collaboration and deal with terminally ill patients.
Campbell, L., & Gilbert, M. (2014). Capstone Coach for Nursing Excellence. Philadelphia: F.A. Davis Company.
Hunt, J. (2013). Leaders. Chicago, Ill.: Heinemann Library.
Runde, C. E., & Flanagan, T. A. (2010). Developing your conflict competence: a hands-on guide for leaders, managers, facilitators, and teams. San Francisco: Jossey-Bass.
Thomas, J. (2013). A nurse’s survival guide to leadership and management on the ward. Edinburgh: Churchill Livingstone Elsevier.