Reference no: EM133260483

Alex was a graduate nurse undertaking a transition program in a rural hospital. His first rotation was on a busy medical ward where team nursing was the model of care in use. In his first week, Alex was working with a newly employed assistant in nursing to whom he was required to delegate appropriate tasks. He found this challenging as he was struggling to become familiar with ward routines and the specific needs of very unwell medical patients. But Alex accepted that he would need to get used to this model of care and his role in the team. During the week, Alex overheard one of the registered nurses reprimanding a patient with multiple sclerosis who had soiled the bed. He didn't say anything about the nurse's behaviour but did offer to assist the patient while the nurse took a break.

At the beginning of the next week, Alex was rostered on an afternoon shift. When he arrived, he was told he would be the team leader for the shift. Although he knew he was not ready for this level of responsibility, he did not raise his concerns. Although the shift passed without incident, Alex found it difficult to sleep that night. He knew that having an inexperienced team leader responsible for the ward had significant implications for patient safety. Alex was becoming increasingly aware that by not speaking up, it was having a negative impact on his peace of mind and the care he was providing to his patients. The next day he asked to meet with the nursing unit manager.

1. What should Alex say when he meets with the nursing unit manager, particularly about responsibility, accountability and authority?

2. Why do you think Alex did not challenge any of the potentially unsafe situations he encountered?

3. What strategies can graduates use to 'fit in' without compromising their personal and professional values?