BY DAY 5 Respond to two or more of your colleagues’ posts in one or more of the following ways: Ask a clarifying question about the described situation or the manager’s role in it.
BY DAY 5
Respond to two or more of your colleagues’ posts in one or more of the following ways:
- Ask a clarifying question about the described situation or the manager’s role in it.
- Relate one of your own professional experiences to that of your colleague’s. How did your situation impact you and the other employees involved?
- Propose one or more additional recommendations for how the manager in question might have improved their response to the situation, or how they might better support a drama-free, positive work environment in the future.
Return to this Discussion in a few days to read the responses to your initial posting. Note what you have learned or any insights you have gained as a result of the comments your colleagues made.
Danielle Mae Quijada Jose
I dealt with workplace drama for the first six months of my current healthcare position. I had a very minor misunderstanding with a co-worker. This resulted in him not liking me simply because he didn’t know me. From there, he became more passive-aggressive, leaning more towards aggressive behavior towards me each day we had to work together.
My clinic has a small number of employees working at any one time. It didn’t surprise me when I heard the horrible, mean things he would say behind my back. I found out about these things directly from my manager at the time. My manager thought it would be wise to tell me these things because he said he was my “friend” and prompted me to fix things with this co-worker when it was not my fault. My manager permitted the drama to continue because he was still a novice manager with little to no leadership skills effective in handling this type of work environment.
Although things started rocky in my current career, everything was eventually resolved between me and my co-worker. After my manager told me about these negative things, I pointed out his behaviors contributing to the drama. I informed him that he allowed the drama and negativity to continue since he didn’t immediately stop his subordinate from spreading negativity. In addition, I let him know that telling me about the drama doesn’t add any value and is not conducive to creating a more positive, drama-free work environment.
There are some steps I’d recommend to the manager to foster a better work environment. I agree with two points brought up in the interview article by McQuaid. These steps include for managers to question their subordinates’ stories and to focus on adding value (McQuaid, 2019). The manager probing people’s stories will help people stick to the facts rather than a created reality that is emotionally charged. Lastly, when a manager can focus on adding value to help resolve feelings from difficult or stressful situations, this will encourage people to move forward with their lives and focus on their work.
Recently, quite a very experienced Community Nurse was promoted into the role of Clinical Manager. It became evident to staff, in a very short period of time, that her management style was on of micromanaging. She constantly informed the staff of what they should be doing with their clients. An example, if a client or family member called the service with a concern, she would take the call, inform the client/family that someone would visit them and give a day date and time. She would then inform the assigned case manager for the client her intervention and the expected plan of care. Despite staff informing her, to forward the calls directly to them in order to work with the client/families about the concern. Also, this allows staff to set any appointment times based on their schedule. AS well as, allowing staff who work with the client/family on a regular basis to follow up through with any previous conversations held and treatment plans initiated with the client/family. Imagine this happening not just once but on several occasions. Staff became resentful and felt that devalued and unable to liaise with their clients and provide the day-to-day service that previously is their role. In addition, when questioned by her staff she became defensive. Staff were confused and this created disharmony. Staff were having meetings to discuss the concerns but felt unable to discuss their concerns with their Manager.
Staff did not feel supported by their Senior leaders. Senior leaders believed the Managers reports about the staff being incompetent. It totally destabilized a working and flourishing service to a crippling service and staff wanting to quit. This was a concern as the service was already short staffed.
Senior Leaders should have met with the staff individually to ask them if they have any concerns. In addition, they could have spent time in the area observing the overall atmosphere, observing the interactions between staff and the Manager and providing feedback to the Manager and the staff. Senior Leaders could attend meetings and provide support to staff and Manager by ensuring that each person has the opportunity to voice their concerns and ideas.
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