AIM2: Establishing Professional Presence Reflection Paper Template

Establishing Professional Presence to Promote a Healthy Work

Environment

Reflection Paper

Author Name (First, Middle Initial, Last)

Leavitt School of Health, Western Governors University

D024: Professional Presence and Influence

Instructor Name

Date

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Establishing Professional Presence to Promote a Healthy Work

Environment

Using Each SEI Power Skill to Manage Difficult Workplace

Situations

One of the main competencies of the advanced professional nurse within the
healthcare organization is the skill to address conflict resolution or confrontation in the
work setting. These challenges can be addressed through the efficient performance of
Social and Emotional Intelligence (SEI) core competencies that involve self-awareness,
self-control, leadership, relationship management, and social cognition. Efficiency in the
performance of these core competencies confirms personal development and enriches
the quality of relations.

Self-Awareness

Emotional self-regulation relates to the awareness of emotions and the

demonstration of persons. For example, nurses who are aware that they are stressed
can apply emotional regulation to avoid creating unhealthy relations with subordinates
or patients. Studies prove that self-awareness is integral for politeness and
interpersonal engagement with other human beings in the workplace (London et al.,
2023). Self-awareness also helps nurses become more careful with people, increasing
their empathy for patients and colleagues.

Self-Management

Self-management is the ability to control one's feelings and actions concerning

specific circumstances. A nurse with better self-control skills can deal with the
environment and stress without getting easily upset and acting out reactively (Duprez et
al., 2020). This skill is critical in avoiding overreactions and escalations in a stressful
situation.

Interpersonal Communication

Interpersonal communication can be described as the ability to interact with other

people. In healthcare, speaking and listening are conventionally important for saving the

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patient and ensuring the possibility of collaborative work (Guttman et al., 2021). On the
level of teams, communication can facilitate the resolution of conflicts, the work of clear
directions, indicating to each member of the team what exactly is needed from them.
Besides this, increasing interpersonal communication soars out instances of
misunderstanding. It fuels a level of assiduity among caregivers, which hence does well
for them in fostering teamwork within the healthcare industry.

Executive Function

Executive function involves skills such as goal setting, establishing priorities, and
making decisions. The essence of executive function can probably be seen as the
cognitive capacities that nurses exercise while organizing their schedules and
workloads and preparing to solve problems at work (Chan et al., 2021). This ability is
vital, especially in the fluid moments at the workplace, which demand quick decisions.

Social Awareness

Social awareness is the ability of the nurse to perceive moods, intentions, and
other factors associated with dealing with people. If nurses are socially aware, they will
also understand the other workers and the patients and create a good climate in the
workplace. This is helpful for assessing the root causes of conflict in the workplace and
managing it appropriately.

Using Social and Emotional Intelligence Power Skills to Achieve

Results
Using SEI power skills is essential for maintaining a professional bearing and
nurturing a healthy workplace environment. When used by an advanced professional
nurse, these skills can improve workplace relations and the general quality of patient
care. This all-around approach ensures the achievement of an ultimate health status for
staff and patients.

Achieving Professional Presence Using Two Power Skills

For a professional appearance, both self-identity and interpersonal

communication are required. Self-awareness helps the nurse maintain professionalism
even under pressure and, at the same time, exercise how to respond to triggers and
manage emotions appropriately (London et al., 2023). Interpersonal communication is
also important because it ensures that all kinds of communication are polite, intelligible,
and positive, thus creating credibility among peers and patients.

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Achieving Enhanced Mindfulness in Healthcare Using Two Power

Skills

Self-management and executive function for improving health mindfulness. Self-

management helps nurses manage their emotions and avoid burnout (Duprez et al.,
2020). Executive function can help with this by prioritizing tasks and a nurse's self-care,
which helps them concentrate on the job.

Achieving a Positive Social Presence Using Two Power Skills

Social interaction and interpersonal communication develop positive social

presence. Social awareness enables the nurse to grasp the workplace's emotional
environment to address fellow employees' needs (Klim et al., 2023). Interpersonal
communication ensures such responses are communicated appropriately, fostering
harmony and cooperation. Altogether, these skills contribute to establishing positive
relationships and a sense of community within a working team, thus increasing
cohesiveness and morale.

Achieving a Culture of Joy Using Two Power Skills

Promoting joy in working as a nurse can be done through self-awareness and

social awareness. It is through this that it urges the nurses to behavioral change. They
develop a positive attitude, which will help him or her nurse from impacting positively on
other people surrounding him or her. Organizational awareness ensures that the
psychological needs of the team are met and that the general mood at the workplace is
positive.

Implementing Strategies from the IHI Framework for Improving

Joy in Work

The Institute for Healthcare Improvement developed a four-step framework—the

IHI Framework for Improving Joy in Work- that can be applied to add ideas to increase
joy in the workforce. The four steps are finding out what matters to staff and what gets

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in the way of joy, using a systems perspective, and trying out improvements using the
principles of improvement science. Hence, by following this pattern, organizations can
gain a more resilient and engaged workforce and contribute toward improving the
quality of healthcare being delivered.

Step 1: What Matters to Staff

The first aspect is to understand what matters to staff members. It is imperative

to employ open discussion to specify what stimulates or undermines joy in work or
activities. This involves using questionnaires, one-on-one interviews and even casual
conversations to inquire from the staff. People managers should listen actively and
express interest in employee health and welfare (Perlo et al., 2017). One can assume
that establishing this rudimentary process of trust and communication is critical to
creating an effective workplace atmosphere of cooperation and interest.
Step 2: Unique Impediments to Joy

After identifying the things that matter to the staff, the next step is to find the
barriers to joy at work. It may take the form of lessening bureaucratic procedures,
optimizing means of communication, or augmentation of the built environment. For
example, if the staff indicated that an issue of concern is too much documentation, the
leaders may acquire better electronic health record systems to reduce this challenge
(Perlo et al., 2017). Overcoming these barriers increases daily functionality and shows
respect for the employee. Such strategies also lead to better-motivated workforces,
thereby increasing satisfaction in work and retention rates.

Step 3: Systems Approach with Shared Responsibility

The system approach means that everyone in the organization must

acknowledge that it is their responsibility to bring joy to work. This includes work-life
balance policies and programs, career development, and organizational rewards and
recognition policies. It can be achieved by constituting committees such as the wellness
and professional development committees (Perlo et al., 2017). Managers encourage
staff to take control of their workplaces and engage themselves in enhancing the work
environment.
Step 4: Improvement Science to Test Approaches

Applying improvement science to these methods helps to ascertain that

approaches to increasing joy in work are both practical and long-lasting. This involves
setting goals, creating measures of performance, and thus modifying the program
depending on feedback received. New initiatives, like flexible work environments or
support programs, can be tested on a few employees before rolling out to the larger

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group or the entire company. For instance, a nurse manager could introduce an
innovative program on mentorship and test how this program affects job satisfaction and
nurse turnover (Perlo et al., 2017). The iterative nature of this process also allows
flexibility in the acquisition process to keep up with the changing workplace trends. It
nurtures a responsive and flexible environment at the workplace level to ensure
happiness and productivity.

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References

Chan, T., Wang, I., & Ybarra, O. (2021). Leading and managing the workplace: The role
of executive functions. Academy of Management Perspectives, 35(1), 142–164.
https://doi.org/10.5465/amp.2017.0215
Duprez, V., van der Kaap-Deeder, J., Beeckman, D., Verhaeghe, S., Vansteenkiste, M.,
& Van Hecke, A. (2020). Nurses’ interaction styles when supporting patients in
self-management: A profile approach. International Journal of Nursing
Studies, 110, 103604. https://doi.org/10.1016/j.ijnurstu.2020.103604
Guttman, O. T., Lazzara, E. H., Keebler, J. R., Webster, K. L., Gisick, L. M., & Baker, A.
L. (2021). Dissecting communication barriers in healthcare: a path to enhancing
communication resiliency, reliability, and patient safety. Journal of patient
safety, 17(8), e1465-e1471.
https://journals.lww.com/journalpatientsafety/abstract/2021/12000/
dissecting_communication_barriers_in_healthcare__a.110.aspx
Klim, G., Boyd, K. C., Roberts, L., & Taylor, E. J. (2023). Social Empathy and
Associated Factors Among Nurses: An Observational Study. Holistic Nursing
Practice, 37(1), 6–14.
https://journals.lww.com/hnpjournal/fulltext/2023/01000/Social_Empathy_and_As
sociated_Factors_Among.3.aspx
London, M., Sessa, V. I., & Shelley, L. A. (2023). Developing self-awareness: Learning
processes for self-and interpersonal growth. Annual Review of Organizational
Psychology and Organizational Behavior, 10(1), 261–288.
https://doi.org/10.1146/annurev-orgpsych-120920-044531
Perlo, J., Balik, B., Swensen, S., Kabcenell, A., Landsman, J., & Feeley, D. (2017). IHI
Framework for Improving Joy in Work. IHI White Paper. Cambridge,
Massachusetts: Institute for Healthcare Improvement.
https://www.ihi.org/resources/white-papers/ihi-framework-improving-joy-work

Last updated 6/18/24

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