Читать книгу Toxic Nursing, 2nd Ed - Cheryl Dellasega - Страница 35

Behavioral tics, mannerisms, or other responses to stressful situations can be traumatic for those who have them and are misunderstood by colleagues who only see the outward behavior. What is your responsibility as a nurse manager when such behaviors occur?

At what point are personal behaviors unacceptable? For example, if you have an employee whose loud voice, overbearing presence, or other habits create discord among your staff, how do you intervene, knowing that productivity is being disrupted?

2.5 Trial By Fire

scenario

Dr. Smith is a surgeon known for his short temper and curt comments to nurses. While the nurses on the post-surgical unit are used to this mistreatment, they fail to tell Anne, a new nurse, that Dr. Smith expects a prompt report on his patients when he walks into the room, including the latest set of vital signs.

One day, Dr. Smith enters a room where Anne is working. When Anne continues what she is doing and doesn’t acknowledge Dr. Smith, he pushes the bedside table away roughly so he can examine the patient. “You need to go back to school and learn how to take care of patients who just had major operations!” he tells her. Then he addresses the patient: “These new nurses. It takes years before they’re any good.”

Wendy, one of Anne’s more experienced coworkers, happens to walk by the room just then and laughs. “Dr. Smith is at it again,” she tells the unit secretary.

Anne comes out of the room, clearly upset. She sees Wendy and asks what she did wrong. “Oh, you’ll learn. Dr. Smith has his own way of doing things. We all went through one of his meltdowns,” Wendy replies with a shrug of her shoulders.