In response to the growing evidence that disruptive behaviors within health care teams constitute a major threat to the quality of care, the Joint Commission on Accreditation of Healthcare Organization (JCAHO; Joint Commission Resources, 2008) has a new leadership standard that addresses disruptive and inappropriate behaviors effective January 1, 2009. For professionals who work in human resources and organization development, these standards represent a clarion call to design and implement evidence-based interventions to create health care communities of respectful engagement that have zero tolerance for disruptive, uncivil, and intimidating behaviors by any professional. In this chapter, we will build an evidence-based argument that sustainable change must include organizational, team, and individual strategies across all professionals in the organization. We will then describe an intervention model – Toxic Organization Change System – that has emerged from our own research on toxic behaviors in the workplace (Kusy & Holloway, 2009) and provide examples of specific strategies that we have used to prevent and ameliorate toxic cultures.
Holloway, E. and Kusy, M. (2011), "Systems Approach to Address Incivility and Disruptive Behaviors in Health Care Organizations", Wolf, J., Hanson, H., Moir, M., Friedman, L. and Savage, G. (Ed.) Organization Development in Healthcare: Conversations on Research and Strategies (Advances in Health Care Management, Vol. 10), Emerald Group Publishing Limited, Bingley, pp. 239-265. https://doi.org/10.1108/S1474-8231(2011)0000010020Download as .RIS
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