Generational Diversity Essay
The positive patient outcome depends, teamwork, application of information and technology as well as useful communication. One of the factors that contribute to the dysfunctional communication patterns is demographic differences as well as weak teams (Tolbize, 2008). One of the demographic is the generation. This generation varies in ages, and they comprise of veterans, Generation X, G generation Y, and Baby Boomers. Understanding the communication preferences of each generation, as well as their frame of reference, remain to be essential since there will be enhanced teamwork and a cohesive team. Exploring generation diversity helps in assessing characteristics that exist in individuals. By description, generation is identifiable groups sharing birth years as well as an essential life event, communication, and technology among others. A single generation has shared features expectation as well as values. They have goals to attain as can be seen in the workplace.
Veterans / Silent Generation
These group of generation are believed to have been born before 1946. They are said to have grown during difficult times characterized by war as well as the Great Depression. The member of this generation embraces discipline and hard work because nature has conditioned them to remain disciplined. They always tend to be very respectful of the authority above them. Moreover, they tend to be no technical savvy. In fact, most of them have retired. These nurses have come of age at a time there were war and economic hardship. They are regarded as economic conservatives. The implication is that they are caution on how they sue their money because it was hard-earned due to tough economic times (Tolbize 2008). Lastly, this generation of nurses tends to occupy senior management in the workplace. Moreover, they hold decision-making positions and have a lot of influence in the nursing profession.
Gen Xers are believed to have learned to be more cautious. They are fearful of strangers. They are self-focused, liberated problem solvers appreciating family over career. Moreover, nurses under this generation are described as cynical and pragmatic. They were born between 1946 and 1980. The majority of them had mothers who did their jobs outside homes. They are very reliant and have a right work-life balance (Stanley, 2010). They tend to be reasonably techno-savvy. Presently, many are moving into management positions in nursing. They enjoy the improved opportunities for women especially in management and decision making in the workplace. They also enjoy protection from the laws, which are against discrimination of women.
This generation of nurses are believed to be born between 1946 and 1964. They were raised during the post second world war, which realized a growing economy. They tend work more extended hours and embrace stronger work ethics. They form the most significant part of the working nursing workforce. They constitute about 55% of the nurses in the western countries (Staiger, Auerbach and Buerhaus 2012). They hold leadership positions. Boomers were raised in a hopeful, secure and time because they were valued as children (Tolbize, 2008). This generation is recognized for idealism and has the sense of privilege as well as purpose. This generation has developed a feeling that they are unique. Boomers use electronic mails and are technology savvy. And prefer to communicate through technology.
Generation Y/ Millennial Generation
They are believed to have been born between 1980 and 2000. They are the second most significant cohort. They are supposed to have been raised by parents who gave them a lot of attention. They are very techno-savvy. Besides, they have exhibited a higher level of volunteerism. Nonetheless, they constitute a smaller percentage of the nursing workforce. The Millennial are coming of age with, internet smartphones as well as electronic mail (Stanley, 2010). They usually prefer to use internet and smartphones to interact. Additionally, this cohort tends to spend a lot of the times on social media platform such as Skype, Twitter, and Facebook among others. They complete feeling wrong when they cannot be able to access the internet.
In brief, nurses from various generations can be made to understand each and ok as a team improves patients outcome. They have the generation differences, but they have a common goal of improving the patent outcomes. Teamwork and cohesiveness will enable such nurse pull towards a common direction. Thus, there is for management to understand the generational differences, and to earn to efficiently manage them so that there can be an improved job satisfaction and retention among nurses. Moreover, the management needs to use the generational variations to improve unity and teamwork of nurses. This will enhance not only patient outcome but also satisfaction among nurses. These differences have influenced moral values as well as the sense of hard work among nurses. The veterans will guide and nature the millennial even as they perform their nursing work. Besides, generational variation brings hybrid of ideas. The veterans, which the majority of them have management positions share with the millennial about their experience so that they can improve the patient outcomes.
Trust is one of the most important virtue in an organization. Members are therefore expected to have trust among themselves. Trust can be lost when there is not open and effective communication among members. It can also be lost when there is not honesty (Huang, Kahai & Jestice, 2010). Learners thus, should embrace honest as they undemand their members.
One of the strategies effective inter-professional teamwork and collaboration in health care delivery include describing its member the benefits of team work. Also, the leader should highlight the significance of effective communication. Moreover, the team leader should design, distribute and following-up on tasks the team members have been given.
There are the way leaders should be behaving if they intend to build the required trust in the teams they lead. First, the managers should always lead by an example. That is they should be in the front line in implementing the rules for the others to follow (Huang, Kahai & Jestice, 201). Secondly, the leaders should embrace honesty at all the times when leading others. Moreover, the leaders must always permit for an open communication between the team they lead. The leaders must allow the team members to always communicate their mind at all the time without fear (Boies, Fiset & Gill, 2015). Further, managers should keep the promises they make to the team members as well as focus on their commitments. Overall, the leaders should treat every member of the team equally and fairly without special preferences to some members.
There are some behaviors that when exhibited by the leaders might undermine the needed trust within the team that they lead. For instance, when the leaders discriminate other team members or unfairly treat other members in the team. Also, when the manager does not allow for the effective communication between the team members (Eisenberg, Gibbs, & Erhardt, 2016). Moreover, when the leaders talk ill concerning the other members of the team can promote dishonesty and lack of trust among them. Further, the leaders can promote lack of trust among the team members if they do not keep the promises they make to the members, and overall when the leaders do not accept their mistakes when they commit them.
It is important to note that it is not only the role of the team leaders to build trust but also the role of the team members. The team members can promote trust by staying committed to their roles in the team. Also, the team members can build the trust in the team by promoting effective communication (Boies, Fiset & Gill, 2015). Moreover, by promoting mutual feedback from the team and the leaders, by understand each member of the team at work and presenting evidence at a time of problem will help build the trust in the team. Further, by discussing the problems openly will also assist in the building team trust.
The first principles of effective inter-professional team leadership is the requirement for the understanding of the team members as well as the team work. The leaders should embrace knowledge of the roles in the team and responsibilities. The other principle is of effective task distribution as well as follow ups. Moreover, there should be usual and crisis communication among the team members. Also, the team and team leadership should effectively manage conflicts and negotiation in the team (Huang, Kahai & Jestice, 2010). Overall, there is a need for the strategies for effective team membership and leadership.
In the multifaceted health care, there should be enhancement of the patient outcomes. Also, there ought to be effective service delivery in the health care settings (Boies, Fiset & Gill, 2015). Moreover, the healthcare providers should have job satisfaction in their works. Also, there would be a collaboration as well as team work for the success of the health care setting. Finally, the health care setting should maintain the attainment of the organizational objectives and goals.
There are numerous of consequences of a team that lack trust in their leader. The first consequence is the poor patient outcome, errors in the service delivery in the health care as well as lateness and job dissatisfaction among the physicians in the healthcare (Huang, Kahai & Jestice, 2010). Moreover, due to the lack of trust, the life of a patient may be at a risk in the health facility.
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Tolbize, A. (2008). Generational differences in the workplace. Research and Training Center on Community Living, University of Minnesota.
Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080-1094.
Eisenberg, J., Gibbs, J., & Erhardt, N. (2016). The role of vertical and shared leadership in virtual team collaboration. Strategic Management and Leadership for Systems Development in Virtual Spaces, 22.
Huang, R., Kahai, S., & Jestice, R. (2010). The contingent effects of leadership on team collaboration in virtual teams. Computers in Human Behavior, 26(5), 1098-1110