Paper Example on 5 Steps to Effectively Use CR in Organizations

The CR has five critical elements, which makes it highly useful in numerous scenarios in an organization. The five steps include recognizing and describing uncivil situations specifically for simulation purposes, preparatory and pre-briefing learning, applying evidence-based practice to practice retorts and play of roles, and using the pre-determined practice to reprise the simulations and the debriefing of the uncivil situations that have been simulated.

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Clark (2015), portrays DESC as an evidence-based practice geared towards improving communication and teamwork skills that entail four important elements. The element includes D, description of the situation, E, expressing the concerns, S, Stating relevant alternatives, and C, consequences which are encrypted in the acronym DESC. Nonetheless, Clark (2015) postulates that the combined application of CR and DESC provides multiple efficient solutions that can be used to solve a range of incivility challenges within a workplace environment.

Marshall and Broome (2017) note that strategies for proper and meaningful communication are sensitivity and self-knowledge. As such, a communication gap exists between management and the employees in my workplace. Factors such as the implementation of poorly communicated policies by the management have drastically enhanced the gap.

Explain how your organization could apply the theory highlighted in your selected article(s) to improve organizational health and/or create stronger work teams. Be specific and provide examples.

The cognitive rehearsal and DESC model are designed to carefully examine the incivility by carefully scrutinizing the conversations that occur in the organization. Hence, my organization can integrate the DESC and CR models during the training of the leaders. The importance of applying the new integrated model (DESC-CR) to promote civility within the organization should be regularly discussed during meetings to state the goal properly. The formation of a civility team will play a key role in ensuring that the new model's concept is properly explained and adopted by the rest of the staff. In turn, all the organization levels would have a common point of shared vision, hence creating cohesion among the organization's members.

Developing policies that clearly illustrate the organization's expectations in upholding civility is also a critical step in preventing the members from violating the set strategies. For example, had a civility program with defined policies that force the management and employees to implement the DESC-CR in use at my workplace, the management would have preferred using effective communication to resolve most of the conflicts arise within the organization.

General Notes/Comments

In conclusion, maintaining civility within a work environment needs the intervention of supportive leadership. Furthermore, the organization's members and management should possess a common vision and an elaborately developed plan specifically for transformation purposes. An evidence-based model can be developed to ensure that weaknesses in the organization are comprehensively addressed to meet the organization's goals, particularly those aligned to civility. Nonetheless, it is critical to evaluate the implemented practice change and conduct regular reassessment to determine how the new model impacts the organization's civility. Formation of a civility team is essential in delivering the necessary information to the organization's members, letting them possess the required knowledge about the model. Also, observing effective communication is key to ensuring that the organization is committed to the change process.

References

Clark, C. M. (2015). Conversations to inspire and promote a more civil workplace. American Nurse Today, 10(11), 18-23. Retrieved from https://www.myamericannurse.com/wp-content/uploads/2015/11/ant11-CE-Civility-1023.pdf

Clark, C. M. (2019). Combining Cognitive Rehearsal, Simulation, and Evidence-Based Scripting to Address Incivility. Nurse Educator, 44(2), 64–68. doi: 10.1097/NNE.0000000000000563.

Clark, C. M., Olender, L., Cardoni, C., & Kenski, D. (2011). Fostering civility in nursing education and practice: nurse leader perspectives. The Journal of Nursing Administration, 41(7/8), 324-330. doi: 10.1097/NNA.0b013e31822509c4