fostering healthy work environments: powered by civility
TRANSCRIPT
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Fostering Healthy Work Environments:
Powered by Civility, Collegiality, and Teamwork
Cynthia Clark PhD, RN, ANEF, FAAN
STTI 43rd Biennial Convention; Las Vegas, NV
CIVILITY
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Gratitude!
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Summarize the ‘State of the Science’ regarding civility and
incivility in nursing
Describe the impact of workplace incivility on individuals,
teams, organizations, and patient care
Present an evidence-based pathway to create and sustain
healthy work environments
Today’s Objectives
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Knowing what’s right doesn’t mean much unless you do
what’s right. Theodore Roosevelt
When we are on the receiving end of an act of civility, we
feel validated, valued, and it gives our life meaning.
PM Forni [Choosing Civility, 2002]
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Background and Definitions
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Authentic respect for others requiring time,
presence, engagement, and an intention to
seek common ground. Clark & Carnosso (2008)
CIVILITY
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What is Incivility?
A range of rude or disruptive behaviors or failing to take action
when action is warranted; these behaviors and inactions may
result in psychological or physiological distress for the people
involved– and if left unaddressed, may progress into
threatening situations [or result in temporary or permanent
illness or injury]. (Clark, 2009, 2013, Clark & Kenski, in press)
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Continuum of Incivility
Distracting,
annoying,
irritating
behaviors
Aggressive,
potentially
violent
behaviors
Clark © 2009, revised 2013, 2015
non-verbal sarcasm bullying racial/ethnic slurs intimidation mobbing physical violence tragedy
behaviors
(eye-rolling)
Disruptive Behaviors Threatening Behaviors
Lower Level
of Incivility
Higher Level
of Incivility
Behaviors range from:
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Scaffolding Harmful Behavior in the Workplace
• Extreme form of intentional and collective [group] bullying behavior aimed at marginalizing, excluding, or expelling another
Mobbing
• A repeated, usually intentional, and targeted pattern of abusive, threatening, or demeaning behavior designed to intimidate, degrade, and humiliate another –often a power imbalance
Bullying
• Rude or disruptive behavior or failing to take action when action is warranted. Generally considered to be selfishly motivated and perceived to be less threatening than bullying or mobbing behavior
Incivility
ANA, 2015; Griffin & Clark, 2014; Clark in progress
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Common Incivilities
Withholding important information
Rude or demeaning remarks
Using anger and intimidation
Spreading rumors and gossiping
Failing to support a co-worker; setting up to fail
Neglecting, marginalizing or excluding a co-worker
Breaking confidences
Name calling, put-downs, and offensive sarcasm
Encouraging others to turn against a co-worker
(Dellasega, 2009, 2012, Clark 2013; Griffin, 2004, Griffin & Clark, 2014)
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What Motivates Uncivil BehaviorUnaware of how behavior affects others
Learned behavior (“it works”)—school yard bullies
Extreme need to win at all costs
Lack of social and emotional intelligence
Ineffective communication and conflict negotiation skills
Find pleasure in demeaning others
Attention seeking
Believe bullying needed to change behavior or motivate others
Institutional acceptance of incivility
Jealousy and envy (often of high-achievers)
Social influence (online environment, reality TV)
Aligning with those perceived to have power
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Rationale for Fostering Civility
CIVILITY
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ANA Code of Ethics (2015)Provision 1.5: The nurse creates an ethical environment and
culture of civility and kindness, treating colleagues, coworkers,
employees, students, and patients with dignity and respect;
any form of bullying, harassment, intimidation, manipulation,
threats, or violence are always morally unacceptable and will
not be tolerated
Provision 3: The nurse promotes, advocates for, and protects
the rights, health, and safety of the patient.
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Future of Nursing: Leading Change,
Advancing HealthInstitute of Medicine (IOM) Report (2011)
Recommendation 2: Expand opportunities for nurses
to lead and diffuse collaborative efforts to improve
work environments and health care systems
Recommendation 7: Prepare and enable nurses to
lead change to advance health
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ANA Scope and Standards of Practice (2010)
STANDARD 11: COMMUNICATIONCommunicates effectively in a variety of formats in all areas of practice. The nurse
assesses his or her own communications skills with patients, families, and co-
workers while improving personal communication and conflict resolution skills.
STANDARD 12: LEADERSHIPDemonstrates leadership in the professional practice setting and the profession.
Requires nurses to treat co-workers with respect, trust and dignity.
STANDARD 13: COLLABORATIONCollaborates with the healthcare consumer, family, and others in the conduct of
nursing practice. The nurse uses effective: conflict management/resolution,
engagement, consensus building, and adheres to codes of conduct and behaviors
that foster cooperation, respect, and trust.
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Bookends of Civility
PRACTICE EDUCATION
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The Joint Commission Sentinel Event Alert (Issued July 2008 — Effective January 2009)
Health care is “high-stakes, pressure-packed environment that
can test the limits of civility in the workplace.”
Rude, uncivil behavior among health care professionals poses
a serious threat to patient safety and the overall quality of care.
All accredited health care organizations need to create
behavioral codes of conduct and establish a formal process for
managing unacceptable behavior.
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Boards of Nursing
Sanctions for Academic Incivility
• Nursing programs are required to develop a defined set of
expectations, interventions, strategies and written policies “to improve
the culture of academic civility.”
• And to produce evidence of a “respectful, confidential, positive and
productive academic environment and improved student-faculty
relationships and communication to ensure student success.”
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Impact of Incivility
Weakens confidence and moral courage
Impairs clinical judgment and critical thinking
Increases forgetfulness, poor concentration
Creates vulnerability, self-doubt
Erodes self-esteem and diminishes human dignity
Causes anxiety, resentment, and anger
Damages relationships
Increases stress; weakens immunity
Causes conflict; threatens collaboration and collegiality
Seriously threatens quality of life
Laschinger et al 2012; Brunt, 2011; Johnston, Phanhtharath, & Jackson 2010; Clark & Springer, 2010;
Cleary, Hunt, & Horsfall 2010; Felblinger 2009; TJC, 2009; Forni 2008; Clark, 2008
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Impact on the Organization
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Patient Safety and Quality Care
Recruitment and Retention
Morale and Collegiality
Job Satisfaction—Intent to Leave
Relationships and Teamwork
Quality of Services
The ‘Bottom Line’
Negatively Impacts
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Heavy Financial Burden
$23.8 billion annually to cover direct and indirect cost
associated with uncivil and violent workplace behaviors
$11,581 per nurse annually to cover lost productivity due to
workplace incivility
Spence Laschinger, et al, 2014; Pearson & Porath, 2013; Lewis & Malecha, 2011
$
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To establish and sustain a civil,
healthy work environment
G O A L
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Clark Healthy Workplace Inventory©
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PLEASE RESPOND TRUE or NOT TRUE TO EACH ITEM
1. Members of the organization ‘live’ by a shared vision and mission based on trust, respect, and collegiality
2. There is a clear and discernible level of trust between and among formal leadership and other members of the workplace
3. Communication at all levels of the organization is transparent, clear, and respectful
4. Employees are viewed as assets and valued partners within the organization
5. Individual and collective achievements are celebrated and publicized6. There is a high level of employee satisfaction, engagement, and morale7. The organizational culture is assessed on an ongoing basis, and measures
are taken to improve the workplace culture based on the results of the assessment
8. Members of the organization are actively engaged in shared governance, joint decision-making, and policy development, review, and revision
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9. Teamwork and collaboration are promoted and are evident10. There is a comprehensive mentoring program for all employees11. There is an emphasis on wellness and self-care12. There are sufficient resources for professional growth and development13. Employees are treated in a fair and respectful manner14. Workload is reasonable, manageable, and fairly distributed15. Members of the organization employ effective conflict-resolution skills
and address disagreements in a respectful and responsible manner 16. The organization encourages free expression of diverse, and/or
opposing ideas and perspectives17. The organization provides competitive salaries, benefits, and other
compensations and rewards 18. There are opportunities for promotion and career advancement19. The organization attracts and retains the ‘best and brightest’20. The majority of employees would recommend the organization as a
good or great place to work to their family and friends
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Scoring the Clark Healthy Workplace Inventory©
Add up your ‘TRUE’ responses—score your ‘HWI’
18-20 (90%)—Very healthy 16-17 (80%)—Moderately healthy14-15 (70%)—Mildly healthy12-13 (60%)—Barely healthy10-12 (50%)—UnhealthyLess than 10—Very unhealthy
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CIVILITY: Lifeblood of a Healthy
Work Environment
CIVILITY
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LEADERSHIP: Heart of a
Healthy Work Environment
P.E.A.K. Leadership to Foster Civility
Principled
Ethical
Authentic
KindLeadership at ALL Levels
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Authentic Leadership Requires Self-Awareness
Knowing and understanding:
Our strengths and areas for improvement
Our impact on others and the organization
Reflecting upon:
Who we really are at the deepest level
Our emotions, motives, goals, and core values
Avolio, Walumbwa, & Weber, 2009
ME
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Self-Reflection
Without awareness, nothing will change
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Self-Assessment
Clark Workplace Civility Index©
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Clark Workplace Civility Index ©
1. Assume goodwill and think the best of others
2. Include and welcome new and current colleagues
3. Communicate respectfully (e-mail, telephone, face to face) and really listen
4. Avoid gossip and spreading rumors
5. Keep confidences and respect others’ privacy
6. Encourage and mentor others
7. Avoid abusing position or authority
8. Use respectful language (no racial, ethnic, sexual, age, religiously-biased terms)
9. Attend meetings, arrive on time, participate, volunteer, and share the work
10. Avoid distracting others (misusing media, side conversations) during meetings
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11. Avoid taking credit for someone else’s ideas/work/contributions
12. Acknowledge others and praise their ideas/work/contributions
13. Take personal responsibility and accountability for my actions
14. Speak directly to the person with whom I have an issue
15. Share pertinent or important information with others
16. Uphold the vision, mission, and values of the organization
17. Seek and encourage constructive feedback from others
18. Demonstrate approachability, flexibility, openness to other points of view
19. Bring my ‘A’ Game and a strong work ethic to my workplace
20. Apologize and mean it when the situation calls for it
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Scoring the Clark Workplace Civility Index©
Add up your ‘Yes’ responses—score your ‘civility index’
18-20 (90%)—Very civil
16-17 (80%)—Moderately civil
14-15 (70%)—Mildly civil
12-13 (60%)—Barely civil
10-12 (50%)—Uncivil
Less than 10—Very uncivil
Are you
satisfied with
your civility
score?
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EVIDENCED-BASED
STRATEGIES
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Civility is a Decision...however, for nurses, it’s
a personal commitment to uphold the ANA
Professional Code of Ethics (2015)
ETHICAL PRACTICE
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Positive Role Modeling
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Mentoring and Coaching
M
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Reengineering the Organizational Culture
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“If your foundation is laid on shifting sand, you may
build your house, but it will tumble down” Florence Nightingale
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8-Step Pathway for Fostering
Organizational Civility© [PFOC]
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Step 1—Raise Awareness and
Enlist Leadership Support
• Shake up the status quo—create interest
• Boldly address incivility and generate solutions
• Engage leaders and key stakeholders
Civil
Uncivil StressCoping
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Step 2: Measure Civility, Teamwork, and
Workplace Health
• Conduct assessments and measurements
• Determine interventions and an action plan
based on strengths and areas for growth
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Step 3: Assemble a Civility Team
Members: Trusted and Empowered to:
Lead the co-creation of a compelling vision of the future
Facilitate organizational assessment
Develop and implement a ‘Civility’ Action Plan
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High Performing Teams The Backbone of Organizational Health
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Establish Unambiguous Vision and Mission
Statements, Shared Values, and Behavioral
Norms (Ground Rules)
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VISION: To be the global organization of choice for
nursing.
Mission: Advancing world health and celebrating
nursing excellence in scholarship, leadership, and
service.
Sigma Theta Tau International
Vision and Mission Statement
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Statement of Shared ValuesExample
Superior Patient Safety and Quality Care
Professional Excellence
Holistic Caring and Ethical Practice
Integrity and Accountability
Respect for All
Social Justice
Teamwork and Collaboration CIVILITY
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Team Charter [Commitment, Pledge, Promise]
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Commitment to Coworkers: Exemplar
Our department/organization is dedicated to creating and
maintaining a safe, civil, healthy work environment that supports
respectful behavior and communication, openness to opposing
points of view, dignity toward all, and an unequivocal commitment
to patient safety and quality care.
We pledge our display mutual regard, willingness to listen,
compliance with norms of decorum, and respectful interactions. We
commit to fostering a healthy work environment that promotes
respect, teamwork, and collaboration among all members of the
organization. When we disagree, we will restrict our differences to
the issue itself while continuing to respect the person with whom
we disagree and keeping patient safety at the forefront of our
interactions.
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Importance of Norms
[House Rules]
Bedrock of High-Performing Teams
and Healthy Organizations
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Ground Rules (ANA Professional Panel)
Assume goodwill and conduct dialogue in a respectful manner.
Listen, be non-judgmental and keep an open mind.
Actively participate in meetings and discussions.
Adhere to deliverables and deadlines established for the project.
Strive for balanced discussion of all team members
Provide opportunities for input from dissenting and/or minority voices.
Encourage respectful dissent as a way to arrive at fully-formed ideas.
Offer solutions when presenting a problem or disagreeing
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Step 4: Develop ‘Civility’ Plan with Hiring
Priorities, Policies, and Protocols
Policies for
civility and
incivility
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Hire for
Civility
Build a Civil Workforce
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Vetting for Civility
In what areas do you have the least amount of patience working with
coworkers? How do you deal with your impatience? Give examples.
If we asked your coworkers to describe your strengths/areas for
improvement regarding collaboration and communication, what
would they say? Give examples.
What are your most significant contributions to promoting teamwork
and collegiality among coworkers? Give examples.
Describe a situation [ethical dilemma or conflict] you’ve experienced,
how did you handle it…what were the outcomes/results?
Adapted from Cipriano, 2011
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Step 5—Implement Action Plan,
Policies, and Strategies
Implement an Action Plan with measurable goals—based
on the Organizational Assessment
Leadership development and skill building
Communication, conflict negotiation, teambuilding
Role-playing; practicing challenging interactions
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Build a Conflict-Capable Workforce
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Principled Negotiation
• Separate the people from the problem
• Focus on interests instead of positions
• Generate a variety of options before deciding what to do
• Insist that the result be based on objective standards/criteria
Getting to YES (Fisher, Ury, & Patton, 1991)
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Insist on Using Objective CriteriaUsing standards of fairness, efficiency, or scientific merit to resolve the problem increases the likelihood that the outcome will be fair and reasonable—and allows all parties to save face
Examples:
Empirical measures
Policies and protocols
Benchmarks
Outcomes
Evidence-based practices
Professional standards
Legal standards
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Direct and Effective
CommunicationWe must communicate openly and intentionally
work together to create a culture of civility.
COMMON GROUND
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Assume Goodwill and Best Intentions
Avoid Judgments and False Assumptions
Make Patient Care the Focus
Implement the 200% Rule—
Everyone is 100% accountable for following safety
practices and 100% accountable for making sure
others follow safe practices
Requires: Skill-building: Speaking Up; Communicating Effectively
(Maxfield et al, 2011; Lyndon et al, 2015)
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Cognitive Rehearsal: Evidence-Based Strategy to
address uncivil behavior: Consists of 3 parts:
1. Learning and didactic instruction
2. Rehearsing specific phrases to use during uncivil encounters
(creating and preserving a personalized statement)
3. Practice sessions to reinforce instruction and rehearsal
CI
V
IL
Griffin 2004; Griffin & Clark, 2014
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An evidence-based teamwork system to improve
communication and teamwork skills among health care
professionals.
http://teamstepps.ahrq.gov/
TeamSTEPPSTeam Strategies and Tools to Enhance
Performance and Patient Safety
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CUS(sing): To get attention when you really
need it: CUS!
I am Concerned
I am Uncomfortable
This is a Safety issue
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Assume you are a nurse being treated
uncivilly; using the CUS model, write a
response to diffuse an uncivil encounter.
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I’m Concerned about our recent interactions and
Uncomfortable with our lack of teamwork. Since this
can affect patient Safety, let’s make a plan to work
things out.
(Or for the Sake of …
Example from Dr. Clark’s Class
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EXEMPLAR: Case-Based Scenario
“Nearly every day we are faced with the hand-off allergy list.
Frequently the surgeons will order an antibiotic the patient is
allergic to according to the safety checklist. When the patient
is out of surgery, nurses have to call the surgeon, the
anesthesiologist, and sometimes even the pharmacist trying
to get someone to listen. It’s so frustrating, that sometimes
we go ahead and give the drugs anyway knowing it’s not the
right thing to do.”
The Silent Treatment; Maxfield D, Grenny J, Lavendro R. & Groah L. (2011)
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Using the CUS Model
I’m Concerned about (patient name) and
Uncomfortable administrating this medication until we
check her record for allergies to be sure it is Safe to
give.
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Step 6—Evaluation and Reassessment
Re-administer assessment measures to determine progress
Review, summarize, and present the assessment results
Gather new ideas for recommendations and strategies
Update and implement the revised Civility Action Plan
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Step 7—Reward Civility
and Reinforce Success
Social Activities and Celebrations
‘Brag Sessions’
Rewarding Collegial Accomplishments
Civility Achievement Awards
Professional Development
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Recognizing and Rewarding Civility
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Step 8—Expand the Civility Initiative
Share knowledge, lessons, and experience with faculty, staff,
promising leaders and other interested parties
Identify leaders/members from the current Civility Team and
recruit other interested team members to initiate the next
phase of organizational civility
CIVILITY
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Self-Care and Stress Management
Work/Life Balance
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The Stress of Incivility Changes Us
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What are you doing to
nurture yourself?
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"I've learned that people will forget what you said,
people will forget what you did, but people will never
forget how you made them feel." Maya Angelou
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Questions, Comments, Ideas
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C I V I L I T Y
Cynthia Clark PhD, RN, ANEF, FAANNurse Consultant: ATI Nursing EducationProfessor [email protected]
Thank You