Finding Solutions
Upon receiving confirmation from management that our documentation had been reviewed and there was commitment
to a follow up meeting, all staff in the surgical unit felt some relief. At least things were moving forward
to the next step. Staff expressed optimism, hope and even a bit of enthusiasm that someone was indeed paying
attention and was interested in working with them to address the problem.
The unit supervisor, with the support of her manager, provided casual staff on an interim basis to deal with the additional workload. There was support for a more permanent solution to address the staff-to-patient ratios and to resolve concerns related to safe practice.
Management realized the value of a problem solving process that facilitated the participation of staff and other key individuals in coming together to identify potential solutions to the problem. Meetings were arranged and a facilitator was hired to lead the discussions. The meetings improved our understanding of the issues, the scope of the problem and helped us to define solutions that could be implemented. Although the discussions took energy, we were able to speak about our concerns, clear the air, build common ground and strengthen our team.
The planning was scheduled to take place during a quiet time so as many staff as possible could be involved. This was wise as it meant that people could have a say and also listen to what others were contributing. Being a part of the process makes a big difference.
Obviously, we could not fix the systemic aspects of the problem but we did come up with a few solutions that could be implemented in our work environment that would assist in relieving some of the strains. We agreed that a workload management policy was needed and could help to set boundaries for staff assignments. Also, management agreed to hire an additional registered nurse to improve staff/patient ratios. New schedules were put into practice that assisted us in determining priorities and workload.