Читать книгу Toxic Nursing, 2nd Ed - Cheryl Dellasega - Страница 31

When an employee is excited to implement a new project, at what point do you feel a nurse manager should intervene, and how? What guidelines help you differentiate between needed change and the hubris of an inexperienced employee?

What things do you put in place to create a culture of continual learning? As a nurse manager, do you value evidence-based practice, and, if so, how do you help your employees to realistically use these principles in everyday practice?

2.3 Not So New

Lisa graduated from college with a degree in biology and went to work in a lab. After a few years, she realized that she didn’t really enjoy what she was doing, so she decided to quit her job and go back to school for a nursing degree. Lisa completed a 12-month BSN program, and, at age 31, started her first nursing job.

The problems began at the very beginning—during orientation. She was in a group of new-grad orientees, which meant that everyone was almost a decade younger than she was. Other new grads looked at her askance and didn’t seem to want to talk to her.

The worst part was that Lisa felt like she was treated like a complete know-nothing. While venting to her husband one night, she said, “I mean, I realize I’m new to nursing and that most of my colleagues spent more than 12 months on their nursing degrees, but it feels like my whole prior career just didn’t matter at all!”

It’s not that Lisa feels like she’s better than her new-grad colleagues. It’s just that she has a whole host of skills as a result of being in the workforce for a decade (interpersonal relations, professionalism, people skills, etc.), and she is really upset that she’s treated like a know-nothing in every respect.