Code Of Ethics In Safe Care

In general, healthcare workers have the obligation and commitment to ‘do no harm’, which can be emphasized in the ideas of beneficence and non-maleficence. In fact, non-maleficence has been defined as first do no harm (Morrison, 2016). Beneficence is the fundamental expectation and trust that the healthcare worker will act with kindness (Morrison, 2016). Together, these two concepts work to ensure that patients’ maintain their rights to safe care (Kangasniemi, Vaismoradi, Jasper & Turunen, 2013). This code of ethics has great implications for the healthcare leader, as their role is to apply this code of ethics to both the patient and the healthcare professionals.
To ensure the healthcare workers are providing safe care to the patients,
the leader must validate professional license, in addition to ensure the staff receive the education required to perform their duties safely. My organization is part of a much larger healthcare system, which recognizes the importance of license validation, so all licenses are verified at the corporate office. At the same token, leaders must identify that patient safety is a key driver in healthcare; therefore, leaders must make sure that policies and procedures are in place that prevent errors and adverse events (Kangasniemi et al, 2013). More importantly, leaders must make sure the staff understand those policies.
From a staffing perspective, the leader has an obligation to provide a healthy working environment that is safe and free from harm (Morrison, 2016).
All staff deserve to be treated with dignity and respect. Unfortunately, although nurses are perceived by their patients to be compassionate and caring, they have a tendency to “eat their young”, in a way that can be perceived as bullying. Alarmingly, studies in the United States found rates of bullying to range between 23% and 27.3% (Wilson, 2016). Bullying behavior can create psychological distress, depression and negative impact on patient care (Wilson, 2016). At my hospital there is zero-tolerance for bullying. However, if not seen by the leader, staff must feel comfortable to speak up. This is the dilemma I have recently encountered at my hospital. Fortunately, I have developed a relationship with my staff based on mutual trust and respect. My nurses know that I have an open door policy and, much like with my own children, they can talk to me about anything. Unfortunately, I had an alarming conversation with a relatively young nurse that has a bright future ahead of her. She had a very uncomfortable encounter with a much more seasoned nurse that has the potential to be a bully. After our discussion, I understand that I have the obligation to eradicate some negative behavior in order to revive our healthy work environment. I am not looking forward to the necessary crucial conversation, but when I took this role, I made a commitment to do no harm and to treat everyone with dignity and respect, the very essence of beneficence and
non-maleficence.