Good evening, Around 1:50 today (2/13/2017), I asked Angela, my direct supervisor, if I could leave for the day around 2:30 since the work was slow and everything that I was assigned had been finished for the day. She then informed me that the entire team would be staying today to do put backs. There was immediate resistance from the entire team since Angela had expressed to us all last week that "put backs were no longer a concern for our team and that the burden had been lifted and the responsibility had been given to Bob." That is a direct quote from Angela. I then expressed to Angela that I had some things planned for the afternoon and she immediately expressed that the things I had planned were all personal and they were of no concern to her. The entire …show more content…
One said that she was ready to go and there was nothing else for her to do today. The other said that there was nothing else for her to do and she had to pick up her daughter. Both, being contradictory to what Angela told me before going on break. After my break, I return to my work area, finish up a few rescan emails and gathered up some put backs, leaving an equal amount on the table for my co-workers. One co-worker in my area expressed that he was out-right refusing to do them. That was not a concern of mine--at that point. Upon returning to my area after completing the put backs, Angela suggests that I pick up the rest of the put backs on the table if I wanted to leave for the day. At this point is where I begin to express my concerns: 1. Why was this co-worker allowed to sit idly on the clock and not do the put backs that we ALL were instructed to do? 2. Why did she allow the two co-workers that I mentioned earlier leave if the work was not done? 3. Why were there inconsistencies in her instructions? 4. Why did she wait until the very end of the day to let us know that we had to do put backs? I could have made accomodations for my day had I known that I would be staying
I believe that this situation arose because of a lack of communication, as well as struggles for control. The understanding of where one person’s profession and responsibility lies compared to other professions sounds to be a common situation that arises in the realms of therapy. However, I think that this situation is not only applicable to other environments of occupational therapy, but all professions in general. I believe that this situation was a prime example of Schell’s Ecological Model of Professional Reasoning. Both my FWE and the head of RT were looking at the situation through their personal and professional lenses, combined with the situational context, which caused a conflict to arise.
At this point the resident started to demand that I move the staff off of the unit. I then explained to the resident how things work when it comes to how I the supervisor deal with these types of issues. Furthermore, I informed the resident that if he continues to disrupt the unit I will be forced to move him to the 4A unit. Once he calmed down I continued to advise him that he could submit a complaint form if he feels like staff has done something wrong. So, as I was exiting the unit at 2211hrs I explained to the SSTTs on the unit to write up an observation note on the event that occurred. I also directed SSTT Bowden to take a quick break then come back to my office once completed. Once staff made it back to the office I ensured that she was okay and well enough to go back on the unit. After I determined that staff was okay I sent her back to the unit. Later, in the shift as I returned to the UM office at about 2340hrs I was informed resident Wright complained of neglect and abuse from staff and supervisor. So, the staff was moved off of the unit immediately and I stayed off the unit as well until further notice. I then attempted to notify the AOW, FM and Clinical on call. The first attempts at 2340hrs and 2343hrs to the AOW and FM on call was
She made sure that she was prepared of her assignments for today due to previous comments made my Nurse Jody McMean weeks prior. For examples, “Are you sure you’re qualified?” or “Do you know what you’re doing? That’s not the real world and this isn’t nursing school!” Nurse Jody McMean even with as far as starting rumors about Nurse Nacey Nicity getting fired and being incompetent.
Torres made a comment to co-workers when the group was having an ice cream social during their break time that she did not want to eat a lot because after work she was meeting a friend. Ms. Torres stated that Ms. Newcomer began asked questions about who she was meeting, where would they be going which made Ms. Torres very uncomfortable. This was witness by another co-worker Stacey Loban and she told Ms. Newcomer that she should not be asking Ms. Torres these questions.
Hi April, I like your post. Micromanagement is what we see in some leaders. I think you did the right thing by letting her know her weaknesses. Going away was not the solution because we are not helping our patients. Letting her know makes her to evaluate herself and becomes stronger person. Remember, we did not know it all at once, people led us to the position that we can now stand a say yes in most instances. Some people might take it easy some might not but it is better to do it in a polite way with the person instead of avoiding the floor and not being our patient advocate.
Senior staff A had a had an approaching supervision and I had noticed recently that I had had to approach her on numerous occasions about not following service user b’s care plan correctly in supporting and encouraging their independence. I discussed this problem with my manager who also informed me she had spoken to her about similar occurrences. Before commencing the supervision I made notes of these occasions and also wrote recorded positive practice to relay back to her. I started the supervision off with positive feedback, saying how I impressed I am with how she carry’s out personal care in such a way that protects the individuals dignity and put them at ease, she seemed really pleased with these comments. I then expressed my concern
On serval occasion I informed supervisor Harris and cord Bradley of m behavior. Harris's stated to me he didn't know what to do because he never seen a situation like this. I asked if I could have a meeting with m, Harris's, and I, m replied to Harris's that she was not going to have a meeting without Bradley. How could she request a meeting with Bradley and she haven't been to work in 6
Laurie was a team manager and her responsibilities included coordination of patient care, scheduling and presiding over team meetings, supervision of all members of the health care team. The organization is large and during my recruitment, I received training and education about the company’s goals for expansion, mission, and expectations for performance from individuals who worked in the Human Resources department and I frequently spoke with Susan, one of the CNA coordinators who helped with talent recruitment. Susan’s responsibilities included coordination of CNA schedules, disbursement of patient care supplies, supervision of documentation and payroll. Although I was encouraged to communicate with the team manager and field nurse (once I began to work independently in the field) during orientation, very few ever returned calls or emails. As a result, I communicated with Susan, the CNA coordinator to ensure that she was aware of any patient related concerns that emerged during my visits and documented my observations and efforts to contact the nurse and supervisor. In addition to overcoming the barriers of upward communication, there was a delay in downward communication and the feedback I received from Susan was delayed or received from nurses at team meetings when the information conveyed was no longer relevant (the patient either expired, was reassigned or their condition worsened).
Tierra was brought in for a corrective action for her excessive late arrivals, calls outs and a no show. She was initially was very defensive. She said that she had no transportation and couldn’t make many shifts and felt that we should have given her Grace for her situation. We then explained to her what it means to be on time in our environment. We also explained to her that she had other options of arriving to work besides a car. She didn’t seem to want to listen to our advice of other options. We then told her that she could have been proactive in the situation before it escalated and requested a change of schedule, so that she could have arrived on time. She kept mentioning that she is just now going to request a scheduling change to work
During a night shift, I had received a transfer patient from the Intensive Care Unit (ICU) that needed to be placed on comfort cares, but the family would not allow that to happen. That patient’s significant other was very hostile and upset that her loved one was transferred out of the ICU, and felt like we were giving up on him. Throughout the first few hours of the shift, this woman yelled numerous times at me while complaining about anything that she could. Thankfully, my Clinical Care Coordinator (CCC) for the night showed me what amazing leadership truly is all about. She was able to sit down with this family member and she attempted to discuss the issues at hand. Unfortunately, this woman was not going to be satisfied with any solutions, but an effort was still
I was fortunate enough to have went into my patient's room to answer a call light prior to rounding. The patient had many questions and had a pain of 10 on the 0-10 scale. As I went to inform my primary nurse she was just about to go into the patient's room and was shocked to see that a student nurse was placed with this patient. She informed me that I had a, "difficult" patient. Because I was able to already go into the room and meet the patient for myself, what the nurse had said did not really have a large impact on my view of the patient. Then a few minutes later my instructor came and asked if i would like to be reassigned a new patient since she had also heard I had a "difficult" patient. I had compassion for my patient, respected her
Because I was meeting with potential students and their families or emailing parents that Dr. Brown was asking me to talk with about the FlexPath program. I had to get VARK passwords and logins for our new facilitators and get them registered for training so that we will be ready for our VARK students next Tuesday. All the passwords and usernames have to be recorded, I need to get 504 and IEP for all the VARK students and submit them to Virtual Arkansas. I am a worker and never shun my responsibilities, I promise you will never see me just chatting or sitting around. I did not and do not think help with the partial students is or was out of line. Worry not I will get it done. I was working until 7:30 tonight and will continue the late nights until all are completed. BTW, I am still working without a contract, just pointing that out because I am a team player, working for the over all good of our students, which will always be my goal. I do employ you to find anyone that will tell you that I do not pull my own weight and usually help others pull theses, I have extremely high expectation of
Later in the same meeting he began talking about overdue KSA assignments for interns, he said it was an intern’s responsibility to spend their own unpaid off to complete issued assignments. I interjected that during the hourly KSA weekly class that it might be more feasible to allot a portion of the hour for assignments to be completed. He again become upset, and went on a verbal tirade about how he had spent hours of his own time educating himself, then he began berating and belittling me personally, he made disparaging remarks about my lack of interest and efforts to better myself professionally. I felt insulted and was publicly humiliated in the presence of my peers. At this point I said he was inappropriate and that Mr. Holman needed to be summoned to the meeting. I picked up the phone and dialed your extension, there was no answer. I then announced to the group that I was going to the picket to ask security to radio you, they made two attempts with no response. I then asked them to radio Ms. Stringer, they did so with no response, security then requested any unit with a visual on either or you to respond, no response. I returned to the treatment team meeting still in progress. The meeting continued
Footsteps clumped against the wooden floor boards, creaking underneath the weight of the unwanted visitor. Something was being dragged behind them with a low scraping noise. The small pitch black closet where I hid was musty and cramped. I was sitting as far back as I possibly could, my knees pulled tightly to my chest. I had spent many nights in this closet before, but I had never feared this much for my life. I could feel the terror pulse through my veins as the sound of the creaking floor boards got closer and closer to the door. I began shaking uncontrollably and began to quietly sob, partly because of the fear, partly because of the immense pain that was going over my body in waves.
Anthony, I hope you now see that it was never going to be that easy – which brings me onto your stag night.