Wk 2 Discussion Post 8
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Walden University *
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4100
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Health Science
Date
Nov 24, 2024
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docx
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Uploaded by DrOstrichPerson35
Reflecting on a motivational job that came about was being offered the role
of CPI Nonviolent Crisis Intervention Trainer, initially starting as an additional
role within my current supervisor role. In this part, I work with staff on de-
escalation practices and behavioral situation response and with psychiatry,
nursing, and doctors on establishing response procedures. The role allowed
me to learn and work with developing responses to various situations, and
the overall goal was to lower the chances of harmful conditions getting
physical. It was a motivational role because it helped me develop skills to
work with staff on assisting them in improving their response to behavior
situations and working on team responses to help lower the need to become
physical, how to recognize the need to stay calm and respond in ways that
are beneficial to patient care.
Motivational techniques used in the role were that of nonfinancial motivators,
as Phipps-Taylor & Shortell (2016) described. Such as social purpose, where
the goal of doing the right thing and helping patients and coworkers would
provide satisfaction, showing the impact of changing behaviors in a direction
that prevented harmful situations. As well as relatedness, the goal of helping
increase the sense of teamwork and shared contribution to goals. Using
social purpose by providing staff the results of their work, which was
obtained through data tracking, showing that the implementation over the
year has helped lower harmful situations and allowed for development
around better responses to everyday problems, along with using relatedness
to group discussions and interactions between different departments, what
common challenges they faced, and what worked to resolve them.
In a healthcare management position, motivational techniques that would be
used would focus on goals. Similar to Robbins & Judge's (2018, pg.105) goal-
setting theory of setting specific goals in different achievable areas. For
example, one goal was the improvement of response situations where
patients would refuse to listen to medical staff requests when they were in a
behavioral crisis. Over a year, the team responding would track the reasons
for refusal, build a list and establish appropriate responses to calm and
resolve the problem. Situations would regularly take thirty to one hour and
tie up large amounts of floor staff, and the goal was to have the appropriate
level of staff respond and aim to resolve situations quicker. After a year,
teams of four staff from relevant departments were set up to respond to
these situations, and the average time lowered from longer than thirty
minutes to fifteen. The actual conditions requiring longer time were focused
on freeing up staff resources and helping to keep situations calmer. Another
lesson learned was that over response of staff would exacerbate a problem
as it would become directionless and make patients more anxious due to
many responders. Establishing relevant goals of different ranges can be
beneficial as long as it is recognized when the goal is achieved; only
measurable goals can become demotivational or background noise if utilized
accordingly.
References
Phipps-Taylor, M., & Shortell, S. M. (2016).
More than money: Motivating
physician behavior change in accountable care organizations
Links to an
external site.
Links to an external site.
Links to an external site.
.
The Milbank Quarterly, 94
(4), 832–861.
https://go.openathens.net/redirector/waldenu.edu?
url=https://doi.org/10.1111/1468-0009.12230
Robbins, S. P., & Judge, T. A. (2018).
Essentials of organizational
behavior.
(14th ed.). Upper Saddle River, NJ: Pearson Education.
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