Tension Amongst the Nursing Staff: Letter

¶ … greatly distressed to have received a written warning about my conduct at work. I am sending this letter to more fully detail my side of the story.

When I first secured my position 18 months ago, I was given the task of enacting a number of necessary changes as the clinical research coordinator for the cardiac surgery service. I was instructed to implement new processes for patient care and to improve the skill levels of the staff. I have over twenty years of experience in my field and am currently enrolled in a master's program for health care management to further hone my abilities.

I was well aware of the phenomenon of change resistance when I embarked upon my task and given the fact that the needed changes were so intimately related to standard operating procedures at the hospital, some anger and resentment was only natural, despite the fact that the new procedures were for the good of the unit. I received a great deal of 'pushback' (both verbal and nonverbal) to the changes I was supposed to make as part of my duties. It would have been a disservice both to the hospital and to my superior, the chief of surgery, if I did not continue to try to make such changes.

Unfortunately, my staff's frustrations at the changes were projected onto myself. As well as showing disrespect to myself over the course of my daily duties, the staff consistently complained to HR about the policies. As a result of these complaints I was placed on a performance improvement plan last July, the first time this had ever occurred over the course my career at any institution. Part of the plan was to give direct supervision of the team to another staff member. I consented to this change in order to ease the tensions of the team dynamics and to improve the functionality of the team.

However, it the document I received regarding the reasons for the performance review noted that it was not the intent or content of the message the staff objected to but my delivery. The accusations were subjective and unspecific, saying that I sighed, rolled my eyes at times, and moved my hands in a manner that was perceived as being rude, condescending and dismissive. In my meeting with HR, I noted the vagueness of these charges and was informed I could write a response letter.

Once again, this is the first time in a more than twenty-year career I have been placed on a performance plan and given a warning about my conduct. I managed a larger team in a fast-paced and demanding environment with success. I have been asked to lead seminars and make presentations in my field. I continue to maintain my practice skills and ensure that my professional development meets the highest standards of the nursing profession. Thanks to my studies of organizational development I understand how change can provoke anger, particularly given the fact I was someone new, coming from the outside.