Читать книгу Toxic Nursing, 2nd Ed - Cheryl Dellasega - Страница 33

As nurses on your unit accomplish goals such as continued education or increased skill level, how do you respond? Is it appropriate for the nurse manager to acknowledge achievements and endorse particular steps employees take to improve their performance?

Should nurses who take online courses or work toward a higher degree be given different responsibilities because they are trying to advance their careers? Or is the seasoned, “tried and true” employee the one you turn to when rewards are being handed out?

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scenario

The 23-hour unit has a high turnover with a diverse group of nurses who seem to come and go quickly. Lauren, an RN who has been on the unit since it was created, is the designated preceptor for new employees.

Beth, Lauren’s latest charge, is right out of school and has a habit of laughing when she’s nervous. Halfway through their second day together, Lauren is extremely frustrated and tells her coworkers that Beth isn’t taking her feedback and suggestions seriously. Her comments get more pointed.

“Get with it, girl,” Lauren tells Beth, who accidentally enters information in the wrong place. “This is the world of high-tech. You should be better at computers than me!”

Later that week, Beth allows a patient to choose between two pain medication options the physician ordered. Lauren overhears the conversation and takes Beth aside as soon as she leaves the patient’s room. “Never let a patient choose for himself! They don’t know anything about these medications—you’re the nurse!”

When Beth laughs and says she’s sorry, Lauren sighs and walks away. Later, at lunch, she tells her coworkers that she thinks Beth is a “problem” because she isn’t taking the job seriously.