Studies from the literature suggest that working conditions have physiological, psychological and emotional effects resulting in symptoms such as depression, distress, burnout and cardiovascular disease (Aronsson et al., 2017; Backe, Seidler, Latza, Rosnagel & Schumann, 2012; Kelly & Todd, 2017).
The average American employee spends 90,000 hours at work over a lifetime (Sitkus, 2017). That translates into American working adults spending one-third of their lives at work (Sitkus, 2017). It is imperative that nursing leaders, in academic settings, place prevention and management of psychosocial risks high on the list of goals and priorities for the school (Pearson, Lsschinger, Porritt, Jordan, Tucker & Long, 2007). In fact, creating a healthy work environment should be part of the organization’s strategic plan.
This poster presentation examines not only the designing and deploying of a Dean’s Advisory Council for Creating a Healthy Work and Learning Environment but also the working operations of the Council. It chronicles the story of how a faculty leader and a staff leader partnered and leveraged their positions to successfully lead the Dean’s Advisory Council in developing processes and recommendations for creating a healthy work and learning environment. The authors demonstrate the use the AACN Healthy Work Environment Clinical Standards, adapted for the academic workplace, to address climate survey data and implement strategies for change (Harmon, DeGennaro, Norling, Kennedt & Fontaine, 2017; Morton, 2015). In addition, the authors address important characteristics of a leader that are necessary to manage divergent opinions and influence change; namely emotional intelligence, trust, empathy and open and honest dialogue.