Disruptive Behavior in the Workplace Essay Example

there are instances when the group members' activities can cause them to get stuck in a stage, such as storming, which hinders the group's progress. Additionally, the group cultures within an organization play a vital role in the successful growth of the company (Lowes, 1996).

He also mentioned that if a company is not familiar with the dynamics of its different internal groups, it could undermine its success (Lowes, 1996). Lowes (1996) also proposed that the behavior of group members is influenced by the size of the group, and as it grows, its culture usually changes. As the group size increases and its culture transforms, it can cause the group to develop a more exclusive and close-knit personality, resulting in resistance towards new members joining (Daft, 2007).

It can be inferred that management needs to invest time in understanding group dynamics to achieve successful growth (Anonymous, 1978). Disruptive behaviors within a group can include individuals who pout when they do not get their way, act as bullies, throw tantrums, engage in verbal abuse and physical threats (Waggoner, 2005), refuse to perform tasks, avoid answering questions from peers, or use condescending language (The Joint Commission, 2008).

The text below highlights additional examples of negative work behavior, which are often associated with low productivity. These behaviors include what Waggoner (2005) identified as "Chicken Little" and "victim." In the department, Chicken Little employees are regarded as the pessimistic individuals who believe that any new approach will fail. On the other hand, victims exhibit a "poor me" attitude (Waggoner, 2005). The Joint Commission, the accrediting body for healthcare entities, has addressed this issue and issued an alert stating

that behavior from employees that oppresses others is labeled as disruptive behavior.

These disruptive behaviors, which can result from factors intrinsic to individuals and institutions, have a detrimental impact on healthcare. They contribute to medical errors, create an unsafe work environment, and lead to low patient satisfaction scores (Trossman, 2008; The Joint Commission, 2008). In addition, these behaviors drive qualified employees to leave organizations (The Joint Commission, 2008). Often, individuals who are under extreme stress or experiencing fatigue engage in such behaviors (Hickson, Pichert, Webb, ; Gabbe, 2007). A study conducted by the American Association of Critical-Care Nurses (AACN) in 2006 found that 65% of critical care nurses had witnessed or experienced disruptive behavior in the past year (Trossman, 2008). The sources of these negative behaviors include physicians, nursing management, patients, and others (Trossman, 2008).

Institutions can encourage disruptive behavior by promoting a culture of excessive work production and endorsing a strict hierarchy that discourages reporting for fear of retaliation. Gerardi (2005) notes that this can lead to horizontal violence within the organization. Hutchingson, Jackson, Wilkes, & Vicker (2008) recommend that healthcare institutions prioritize creating a safe environment for nurses, one where they are protected from aggressive behaviors like bullying from their colleagues.

Bullying in the workplace, known as "nurses eating their young", has been a longstanding issue in hospitals. Scholars have recently examined the effects of horizontal violence on nursing units' overall performance. While nurses may encounter disruptive behavior from patients, family members, and physicians, instances of horizontal violence are mostly between nurses themselves.

A study conducted in the United Kingdom revealed that 38% of surveyed nurses reported experiencing bullying,

while 42% witnessed others being bullied (Stevens, 2002). The study identified common forms of horizontal violence including criticizing, sabotaging, undermining, infighting, blaming, scapegoating, and bickering (Leiper, 2005). Victims of this behavior often experience anger, vulnerability, and frustration (Leiper, 2005). These negative emotions frequently result in low job satisfaction for nurses (Stevens, 2002). Trossman (2002) further stated that horizontal violence has a detrimental impact on healthcare organizations' ability to recruit and retain staff. Disruptive behavior not only harms employees' well-being but also hinders the company's ongoing success (Oostrom ; Mierlo ,2008).

The study conducted by O'Connell, Young, Brooks, Hutchings, & Lofthouse (2000) found that over 70% of nurses surveyed experienced frustration or anger when faced with disruptive behavior. Additionally, another research showed a strong link between workplace conflict or violence and job satisfaction. Those who were subjected to emotional abuse at work reported the lowest levels of job satisfaction (Hesketh, Duncan, Estabrooks, Reimer, Giovannetti, Hyndman, & Acorn, 2003).

According to Trossman (2008), numerous nurses experience low job satisfaction which causes them to become disengaged and disconnected from their work. If these negative behaviors are disregarded, it can encourage more negativity because nurses may imitate the negative behavior they observe, creating an ongoing cycle (Leiper, 2005). Oostrom & Mierlo (2008) clarify that this cycle eventually leads to employees suffering from posttraumatic stress.

The emotional and job satisfaction of employees are not the only areas impacted by disruptive behavior in the workplace; there is also a financial impact resulting from increased absenteeism, resignations, and early retirement (Oostrom & Mierlo, 2008). Furthermore, this type of behavior can lead to problems with patient safety, including patient errors,

death, and low public opinion (Hickson et al). It is vital for hospitals, as well as any organization's overall well-being, to ensure adequate staffing levels and retain nurses.

Nurses play a crucial role in every hospital's operations and are facing a dire shortage. This shortage is further worsened by disruptive behaviors, such as horizontal violence, within the healthcare industry (Rosenstein & O'Daniel, 2005). Studies have revealed that 12% of the nursing shortage can be attributed to disruptive behavior, particularly verbal abuse (Trossman, 2008). Healthcare administrators have become aware of the shortage of nurses, as stated by Rosenstein ; O'Daniel (2005).

A shortage of staff often means that nurses have to care for more patients than they usually would. This can result in a lower quality of care (Oostrom & Mierlo, 2008). According to Miller (2008), hospitals with a higher ratio of patients to nurses tend to have higher morbidity rates. To ensure successful operations, healthcare institutions should adopt a "zero tolerance" policy towards disruptive behaviors (Leiper, 2005).

According to Holmes (2006), organizations should have a culture that clearly communicates zero tolerance for disruptive behavior and enforces consequences for those who engage in it. It is crucial for companies to create and maintain an environment that fosters the belief among employees that there is a support system in place (Leiper, 2005). To tackle this issue, the following recommendations are proposed:

Trossman (2008) recommends the implementation of a code of conduct to foster a non-hostile work environment. This code should include procedures for handling grievances that can be initiated by either employees or the organization.

i) As part of new employee orientation, Human

Resource departments should emphasize the organization’s "zero tolerance" policy towards disruptive behavior (Trossman, 2008). iii) Implementing a mentor program for nursing leadership can aid in identifying and resolving these issues (Trossman, 2008).

The organization should design and facilitate educational programs that teach managers and lay employees techniques for handling disruptive behaviors (Oostrom & Mierlo).

The suggestion is to integrate assertiveness training into educational programs in order to improve employees' self-confidence and communication skills (Oostrom & Mierlo). It has been observed that the makeup and values of groups within a company often mirror those of the parent organization. Consequently, if the company fosters a harmonious culture, it is likely that both formal and informal groups within the organization will also adopt this mindset (Leiper, 2005).

Healthcare organizations must prioritize creating a hostile-free work environment (Trossman, 2008). It is important for employees to not perceive horizontal violence and other disruptive behaviors as normal or acceptable (Leiper, 2005). Previous research has emphasized the importance of enhancing working relationships among nurses in healthcare settings to mitigate negative patient outcomes (Rosenstein, et al, 2005).

Stevens (2002) suggests that it is important for executives and other leaders to possess the ability to identify and address negative behavior. At General Hospital, efforts are being made to empower staff and nursing leadership in recognizing, preventing, and dealing with disruptive behaviors through the implementation of policies and educational programs. Furthermore, Stevens (2002) predicted that by 2010, the shortage of registered nurses in the United States would reach such a critical level that it would be unable to meet the increasing demand for healthcare services.

To regain its competitive edge

in the OBGYN market, this hospital should consider the earlier recommendations. Furthermore, senior leadership must work diligently to establish a welcoming team environment, implement a system that promotes open communication in all directions, foster a culture that embraces diversity and differing opinions, and genuinely encourage employees to report disruptive behaviors by maintaining an open door policy.