Research shows that nurse bullying and disruptive behaviors may be under-reported, or when reported, may go unaddressed by leadership.

But now, a validated, easy-to-use tool is helping healthcare leaders determine how disruptive behaviors are showing up in their departments.

Healthy Workforce Institute, a global leader in addressing disruptive behavior in healthcare, has been conducting educational workshops for the last 10 years and providing healthcare teams with the skills and tools they need to address disruptive behaviors. They base their findings on data they collect from these workshops.

You can read the findings here.

The Healthy Workforce Institute’s Disruptive Behavior Survey reliably measures disruptive behaviors in the workplace, quantifies results, and utilizes data to inform a healthy workforce strategy going forward.

Dr. Renee Thompson, a nursing professional development/bullying and incivility thought leader, and founder of the Healthy Workforce Institute, says when we address disruptive behaviors, clients report safer environments, improved collaboration and communication, stronger staff engagement, increased morale, and improved retention.

“We’re on a mission to create a world where bullying and incivility are immediately rejected, and kindness, respect, and professionalism become the new norm,” says Dr. Thompson. “Our new validated tool is easy to use and helps healthcare leaders determine the frequency of disruptive behaviors in their organizations.”

The Healthy Workforce Institute Disruptive Behavior Survey is designed to measure the frequency of witnessed and experienced disruptive behaviors in the workplace.

The tool assesses common unprofessional behaviors that undermine a respectful workforce culture using a 15-question survey that’s simple to administer and highlights both overt and covert behaviors using a likert scale ranging from never to frequently.

“We use the survey prior before and after an educational intervention, and the results provide leaders with clarity regarding common behaviors specific to their department, which further allows a customized solution to their unique problems,” says Dr. Thompson.

Dr. Thompson points out that reducing disruptive behavior incidents is a skill that healthcare leaders and their teams can learn. All it takes is raising awareness through education and employee development.

“Working with healthcare leaders and their teams to reduce incidence of disruptive behaviors, we learned that when leaders have the skills and tools they need, their employees are more engaged, fulfilled, and better serve patients and each other,” says Dr. Thompson.

And this results in high-performing teams with increased retention and improved patient outcomes.

“When healthcare leaders are equipped to address disruptive behaviors, employees stay, and patients achieve better outcomes,” says Dr. Thompson.

By integrating a validated tool and raising awareness through ongoing education and development, healthcare leaders can address disruptive behaviors and hold their teams accountable for their professional conduct.

“Transforming a work culture from dysfunctional, disrespectful, and negative to professional, respectful, and positive isn’t a quick fix but a slow, steady march,” adds Dr. Thompson.

Learn more by reading the full report here.

Learn more about The Healthy Workforce Institute here.

Dr. Thompson is available for media requests/Zoom interviews and is happy to provide insight for any articles you’re working on.

Please feel free to contact me with any questions at 917.965.8712.