MedSurg: Supportive Communication Patterns

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Table of Contents

Introduction
Results and interpretation of the inventory findings
Recommendations
Reference

Introduction

The organization under evaluation is a small general hospital that has a small workforce. It has several units that include intensive care unit, psychiatric unit, inpatient and outpatient units, and dental unit. I work in the MedSurg unit where knowledge acquired in nursing school is tested. After conducting an inventory of the hospital, I concluded that it exhibits supportive communication patterns.

Results and interpretation of the inventory findings

According to findings of the survey, the hospital has a supportive communication climate. A supportive communication climate is characterized by a problem-solving approach to issues, critical evaluation of issues and situations, empathy, and promotion of equality (Whetton and Cameron, 2006).The total score from supportive climate survey was 40. This comprised scores from various evaluation factors used.

Provisionalism had a score of 8, spontaneity had 7, empathy had 5, problem orientation had 8, equality had 4, and description had 8. The sum total of individual scores was 40. A score of 40 implies that the hospital has a supportive communication climate. The defensive climate descriptor attained a score of 71. Under the defensive climate evaluation, a score of between 70 and 90 implies that the communication climate has few aspects of defensiveness, thus supportive

In the MedSurg unit, there is a nurse manager and a clinical coordinator who are nice, friendly, and approachable. The main reason for concluding that the hospital has supportive communication is the score attained in each of the twelve evaluation factors. A score of 8 under Provisionalism means that supervisors allow flexibility at work and encourage creativity. A score of 5 under empathy means that supervisors listen to employees’ problems and respect their decisions.

A score of 4 under equality means that they do not make employees feel inferior by use of their status. A score of 7 under spontaneity implies that the supervisors’ communication intentions are honest and employees are free to express themselves without fear. A score of 8 under problem orientation means that supervisors have an open-minded approach to problems. Their approach includes defining problems in order to find appropriate solutions. They do not force employees to embrace specific solutions that they deem appropriate. A score of 8 under the descriptive evaluation factor means that the supervisors’ communications are comprehensible and do not impose anything on employees.

High scores under the defensive climate evaluation imply absence of a defensive climate at the hospital. A score of 15 under the evaluation factor means that the supervisors are not judgmental and critical, while a score of 9 under the neutrality factor means that the supervisors offer personal support to employees. A score of 13 under superiority means that supervisors do not use their authority to command and forcibly change employees, while a score of 12 under the strategy factor implies that supervisors do not manipulate employees. They do not distort communication in order to fit their preferences.

Recommendations

Organizations that exhibit a defensive communication climate can do several things to transform it to a supportive climate. First, leaders should avoid being critical or judgmental and instead evaluate situations critically before making decisions (Whetton and Cameron, 2006). Secondly, leaders should develop flexible work schedules and encourage creativity among employees. Thirdly, leaders should learn effective communication methods. These include discussing issues openly and in a friendly manner, giving positive feedback, avoiding blunt criticisms, and focusing on finding solutions to problems rather than focusing on employees’ personal traits (Whetton and Cameron, 2006). In addition, they should value and respect employees regardless of level of competency, gender, or leadership position.

Reference

Whetton, D., and Cameron, S. (2006). Developing Management Skills. Reading: Addison Wesley.

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MedSurg: Supportive Communication Patterns

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