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Nurse-to-nurse lateral violence should be a topic of concern to all nurses!

Up to 90% of nurses experience lateral violence [1, 2]. Extensively and globally reported in the literature, nurse-to-nurse-lateral violence (NNLV) or nurse aggression profoundly increases occupational stress with psychological, physical, and organizational consequences [3]. The pervasiveness of nursing workplace violence is of major concern for nursing as evidenced by the multiple position statements developed in response to NNLV [4]. A conservative estimate of the annual cost of nursing workplace violence is $4.3 billion dollars or nearly $250,000 per incident [5]. Nearly 60% of new nurses leave their initial employer within the first six months due to NNLV perpetrated in the workplace [6-8]. Each percentage point of nurse turnover results in an annual cost to an average hospital of nearly $300,000 and $3.6 million in poorly performing hospitals [9].

Utilizing effective evidence-based interventions can positively affect nurse-to-nurse interactions which in turn impact retention, recruitment, and a disenfranchised nursing work environment [10]. The substantive literature surrounding disruptive work environments elucidates the need for successful methods directed by nurse leaders to transform the organizational climate [11]. The current and projected nursing shortage of nearly one million nurses by 2020 can be reduced by solutions to improve nurse-to-nurse interactions and enhance nursing retention [9]. Identifying nurse’s perceptions of NNLV and integrating those insights into activities developed to halt NNLV affords nursing ownership of solutions. The purpose of this paper is to describe a nurse executive led study to determine the perceived extent of NNLV in a critical access hospital (CAH), use a model to provide NNLV and cognitive rehearsal education as a shield for NNLV, and to break the cycle of nurse to nurse lateral violence.

References

1. Haines, T, Stringer, B, & Duku, E. Workplace safety climate and incivility among British Columbia and Ontario operating room nurses: a preliminary investigation. Canadian Journal of Community Mental Health. 2011; 16 (2): 141-152.

2. Smith, LM, Andrusyszyn, MA, & Laschinger, H. Effects of workplace incivility and empowerment on newly-graduated nurses’ organizational commitment. Journal of Nursing Management. 2010; 18: 1004-1005.

3. Hauge, LJ, Skogstad, A, & Einarsen, S. The relative impact of workplace bullying as a social stressor at work. Scandinavian Journal of Psychology. 2010; 23 (4): 349-358.

4. American Association of Critical Care Nurses. (2004). Zero tolerance for abuse. Accessed September 11, 2001 at: http://www.aacn.org/WD/Practice/Docs/PublicPolicy/Zero_Tolerance_for_Abuse.pdf.

5. Murray, JS, No more nurse abuse. Let’s stop paying the emotional, physical and financial costs of workplace abuse. American Nurse Today. 2008; 3 (7): 17-19.

6. Beecroft, PC, Kunzman, L, & Krozek, C. RN internship: Outcomes of a one-year pilot program. Journal of Nursing Administration. 2001; 31 (12): 575-582. Available at: doi: 00005110-200112000-00008. Accessed September 10, 2008.

7. McKenna, BG, Smith, NA, Poole, SJ, & Coverdale, JH. Horizontal violence: Experiences of registered nurses in their first year of practice. Journal of Advanced Nursing. 2003; 42(1): 90-96.

8. Winter-Collins, A, & McDaniel, AM. Sense of belonging and new graduate job satisfaction. Journal of Nurses in Staff Development. 2000; 16: 103-111.

9. PriceWaterhouseCoopers’ Health Research Institute. What works: Healing the healthcare staffing shortage. PriceWaterhouseCoopers’ Health. Accessed September 13, 2011 at: http://www.pwc.com/us/en/healthcare/publications/what-works-healing-the-health-care-staffing-shortage.jhtml.

For additional information:

Please click the hyperlink to read a chief nursing officer educational intervention in a Critical Access Hospital about nurse to nurse lateral violence and cognitive rehearsal:

http://www.hindawi.com/journals/nrp/2013/207306/[]