Mursion Simulation Reflection Sample Essay

Mursion Simulation Reflection Sample Essay

Evaluate how well the following social-emotional intelligence power skills were demonstrated during the Mursion simulation:

  • Self-Awareness

I was the service headline director of the Emergency Department (ED) during the simulation. I facilitated the meeting with the ED nursing manager, Raymond, and the ED pharmacy manager, Jenna. I was mindful, patient, confident, and I showed gratitude to practice self-awareness. I was always attentive and present-minded during the meetings. I built trust by allowing these managers to raise their concerns.

I maintained confidence and calmness during the meeting. I gave a listening ear to them as they raised their concerns and expressed their frustrations. I refrained from interrupting. I expressed my concerns to them after they were done. We had a dialogue thereafter. Before the meeting was over, I commended both departments and urged them to continue with the good work and emphasized gratitude for their service to the organization.

  • Self-Management

I paid attention to details, used impulse control, and set goals for the meeting, elements that are essential in self-management. The goal was to settle the conflict between the pharmacy ED and nursing ED. Setting this objective was useful in giving us the direction of the discussion and creating the necessary environment. I encouraged Raymond and Jenna to express their concerns about the institution’s initiative to reduce the labor workforce by 10%.

I noted the differences between the tone and conduct of the two managers. Raymond was incredibly aggressive and had a frustrated tone. Jenna, on the other hand, was soft-spoken and calm. Jenna was the first to speak but was harshly interrupted by Raymond. I kindly requested Raymond to allow Jenna to express herself to maintain Jenna’s psychological state’s stability. Impulse control, paying attention, and focusing on the set goals ultimately enabled us to resolve the conflict between the two departments.

  • Interpersonal skills

I practiced active listening in the discussion and was actively involved. I was compassionate to the two managers and I allowed each one of them to express their concerns about the meeting topic exhaustively. I acknowledged their contribution using verbal and nonverbal communication cues such as nodding, smiling, and positive comments. I allowed the managers to share their inputs after expressing my strategies to create a better working environment.

This action aimed to make the managers feel acknowledged and to assure them that their concerns were valuable. By allowing the two managers to share their respective understanding of the issue, I had the objective of demonstrating that I was intervening to help solve the problem in an amicable manner. The goal was to ensure the environment in the Emergency department was calm, the tone reconciliatory and the outcome joyous.

  • Executive Function

I portrayed critical thinking, planning, organization, and problem-solving attributes that I believe are useful in exercising the executive function. Raymond was concerned about nurses’ ability to deliver safe patient care. He argued that nurses should take additional tasks. He singled out on medication reconciliation as one of the tasks which he believed would increase safety of patient care. I critically thought about the issue putting into consideration the rationality surrounding his thoughts and concerns.

I suggested that the two managers should organize ana staff in-service training designed to impart valuable knowledge on medical reconciliation. The primary goal of the in-service training would be to improve the nurses’ confidence and competency. The nurses would, in turn, offer safe, effective, and efficient patient care in the short- and long-term. The managers embraced the idea, and eventually, we came up with a realistic goal for the department’s benefit. They both agreed to my recommendation to set another meeting to monitor our goal’s progress and achievement and implement new strategies where need be.

  • Social Awareness

During the meeting, I demonstrated empathy and cultural awareness. I was non-judgmental and culturally sensitive. I showed no favors or discrimination based on culture, religion, nor background. I listened to Raymond and Jenna with equal precision and showed emotional concern to both equally. I have realized that for me to become an excellent leader, I need to effectively leverage the information I have learnt from the Mursion simulation experience.

  1. Analyze three strategies for implementing the “IHI Framework for Improving Joy in Work” in the workplace

Physical and psychological safety is the first strategy for implementing the “IHI Framework for Improving Joy in Work.”  According to Mehrdad and Farhana (2020), high infection rates, work-related injury, assault, and insults are some occupational challenges that healthcare workers must contend with when executing their duties. An organization can adopt several interventions to create a safe working environment.

These interventions could entail providing personal protective equipment, educating workers on policies and procedures, and offering extensive support to the employees. The workers should be psychologically safe to air their concerns without fear of humiliation or punishment. To provide a joyful work environment and promote a collaborative relationship, nurse leaders should listen to the employees and provide feedback.

Recognizing and rewarding positive actions is the second strategy that organizations canpursue. Recognition of hard work and provision of positive feedback helps ensure everyone feels important (Hammedi, Leclerq & Van Riel, 2017). Celebrating an achievement motivates employees to work harder and joyously in the workplace. It also promotes happiness and work productivity (Ertan & Sesen, 2019).

A nurse leader should recognize hard work and provide rewards to the colleagues. A leader can form a habit of congratulating the nurses and recognizing their hard work even in times of increased workflow as recently witnessed in various hospitals across the country due to Covid-19 outbreak. The simple act of recognizing and rewarding employees has the effect of enhancing employee satisfaction, which creates joy at the workplace and consequently increases productivity.

Leveraging participative management approach is the third strategy. Decision-making also requires the workers’ inputs and leaders should involve them in decision making (De Brún, O’Donovan & McAuliffe, 2019). All members should be allowed to participate in decision-making process when implementing new policies and procedures. For example, a nurse leader would involve all units’ nurses in implementing the SBAR tool report.

The nurses can listen, understand the concept, and share their views. Nurses could commit to newly implemented policies or procedures if they were involved in the decision making and implementation processes. Such direct participation enhances the nurses’ understanding of the proposed policies, thereby reducing the likelihood of change rejection. When the nurses are engaged, they feel supported, an aspect that promotes the creation of a joyful working environment that increases job satisfaction.

  1. Reflect on the lessons you learned from completing the Mursion simulation, the mind map, and the force field analysis. Explain how you will apply these lessons to current and future practice in the workplace.

During the Mursion simulation, I portrayed a leadership role with the task of dealing with a difficult situation in the workplace. A meeting took place between the ED nurse managers

Raymond Mullin MSN, RN and the ED pharmacy manager Jenna Zielinski, PharmD to discuss the frustration nursing is feeling due to the reduction in workforce (RIF) that has caused an increase in workload. Medication reconciliation, a function of the pharmacy department has now shifted to the ED nursing staff due to the RIF. In the leadership role five social/emotional power skills were utilized to help resolve conflict and incivility between the two departments. The five social/emotional power skills utilized were self-awareness, self-management, interpersonal communication, executive function, and social awareness.

At the start and throughout the meeting, self-awareness was demonstrated by being mindful and patient. This was going to be a challenge as I was listening to both parties’ thoughts and feelings. Being mindful helped to be non-judgmental and compassionate during the conversation. It was apparent that Raymond was upset and speaking in an aggressive tone when explaining his side of the situation.

Remaining non-judgmental allowed him to express his feelings and for me to be completely engaged while listening to what he was saying. Initiating the conversation with social awareness in mind I asked open-ended questions to both Raymond and Jenna not only for my perspective taking, but in hopes that all would be able to empathize with the current situation and understand all point of views.

Hearing both perspectives helped to open the dialog about the state of the current situation and validate that feeling and concerns are being heard. The next important power skill utilized was executive function. Using the sub skills of problem solving and adaptability, I

expressed that I understood the frustration of both parties and given the current state of changes both departments have to be able to adapt effectively, and collectively come up with a plan that will produce a positive and better work environment. Additionally, planning and organizing was key to opening the conversation of securing a team of members from both departments to organize, analyze, and implement a plan of action that could cohesively change the current process of medication reconciliation.

After coming up with a possible solution to ease the tension between the departments the next step would be to encourage interpersonal communication. In an effort to build relationships between the departments I suggested that both work together to form a new process that includes team collaboration within the departments and other staff such as providers who may also be able to help with medication reconciliation, easing some of the workload.

I also suggested that both managers talk with each other first to try and resolve any issues versus bringing up any frustrations to other staff. Having compassion, caring and consideration, and actively listening is important in resolving conflict resolution. Each participant can be heard and hear what the other is experiencing as well as come up with solutions to the problem.

Analyzing the difficult situation, the skills of self-management were very important in this scenario. To come to a resolution, I demonstrated initiative taking by offering my assistance with the plan of action. This was done by offering to assist with recruiting team members and talking with other departments to get involved with the process. Finally, having self-discipline exemplified the positive attitude and behaviors needed to achieve goal setting and complete tasks.

Creating joy in the workplace is a concept that organizations and health institutions such as the Institute of Healthcare Improvement (IHI) believe is important in reducing burnout and improving morale and satisfaction in healthcare. In a whitepaper written by Perlo (2017)

IHI Framework for Improving Joy in work, it states “Perhaps the best case for improving joy is that it incorporates the most essential aspects of positive daily work life” (p.7). The framework was created with the goal of improving joy in the workplace listing nine critical components and steps leaders can take. Weighing in on what matters and what is important in the daily lives of employees. The four-step approach first asks staff what matters to you.

The second step identifies unique impediments to joy in work in the local context. The third step is the commitment to a systems approach to making joy in work a shared responsibility at all levels of the organization. The fourth and final step is the use of improvement science to test approaches to improving joy in work in your organization (p.8). This four-step approach is a tool leadership of an organization can use to overcome potential obstacles to create joy in the workplace.

To ensure successful implementation of the four-step process, several approaches should be taken by the leaders. One such approach is the “Get Ready strategies” (Perlo, 2017, p5). It ensures the conversation is set for the subject matters. It designates an overseer to a conversation, and sure all leaders participate in the conversation at all levels. The three functions contribute to the creation and implementation of a joyful work environment. Sticking to the subject matter is essential in building trustful relationships and boosting morale. It also helps optimize the work environment by changing processes, employees, and patients/consumers that are detrimental to the working environment.

Furthermore, when the organization supports employs at all levels, they feel valued and appreciated. It is imperative to be involved in the change process rather than being informed about change that one was not consulted. Being involved has its advantages. It minimizes costs the organization incurs in filling positions lost and creates room for advancement among the employees. The overseer of a process of change is responsible for relaying information about the process, improvements it entails, and any necessary adjustments and that require implementation.

I learned a lot from the course exercises, and the information shall be useful in my future practice. The Mursion simulation, for example, was instrumental in presenting the experience of conflicts that occur at work. Leading the procession was a challenge, and it requires in-depth practice and skill for me to be a proficient leader in the future. Patience and mindfulness were the two most important factors during the simulation. The two factors were instrumental in determining the issue’s root cause and developing an effective plan to solve the issue at hand. “Being mindful at work simply refers to doing a task consciously and all concentration, paying attention, keeping your mental and emotional state in check” (Alidina, 2018).

During the meeting, both department leaders created tension and being emotionally neutral. I focused on finding and developing a solution that would favor all the teams despite the emotional tension. As the leader, I had to keep my emotions off the situation to ensure I offered sound advice. The Mindmap and the force field analysis were vital tools in determining factors that contribute to the lack of joy at the workplace during the simulation. Specifically, the Mindmap enabled me to develop a better understanding of the experience of conflicts at work, and that a proficient leader must be one with the relevant practice skills to lead the procession.

Additionally, the force field analysis equipped me with the necessary skills to assess the different forces within an organizational setting, and how they impact joy at the workplace. Through this, I believe I can comfortably translate the information in identifying the root cause of conflict and develop an effective intervention plan. Overall, from the simulation, I have learned that many factors contribute to conflicts at the workplace. The Identified issues coupled with other factors such as opposition or support from all levels in the organization require prior preparation. Despite the much effort done, the controlling aspect of leadership lacks data follow-up. Commitment to the change process is very minimal.

Mindful behavior has become a part of me in my current workplace. I take time to explore what is happening around me and my subjective feelings in all situations. I usually take in between task breaks, breathe fresh air and, at times, meditate. The article Getting Started with Mindfulness (, n.d) states that “Mindfulness meditation asks us to suspend judgment and unleash our natural curiosity about the workings of the mind, approaching our experience with warmth and kindness, to ourselves and others,” (para. 5).

Open-mindedness shall ensure I take in other people’s perspectives and reason from their point of view compassionately without judging them. The force field analysis and the Mindmap shall be essential tools in informing my advanced practice in the future in situations demanding change and adjustments. I shall use the tools to showcase factors that would potentially contribute positively to change or be a barrier to change.


  • Alidina, S., (2018). 10 Ways to Be More Mindful at Work. Retrieved from
  • De Brún, A., O’Donovan, R. & McAuliffe, E. (2019). Interventions to develop collectivistic leadership in healthcare settings: a systematic review. BMC Health Services Research, 19, 72.
  • Ertan, S. S. & Sesen, H. (2019). Positive organizational scholarship in healthcare: The impact of employee training on performance, turnover and stress. Journal of Management & Organization, 1-20. doi:10.1017/jmo.2019.61
  • Hammedi, W.Leclerq, T. and Van Riel, A.C.R. (2017). The use of gamification mechanics to increase employee and user engagement in participative healthcare services: A study of two cases. Journal of Service Management, 28(4), 640-661.
  • Mehrdad, R. & Farhana, Z. (2020). Introduction to occupational hazards. The International Journal of Occupational and Environmental Medicine, 11(1), 59-60.
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  • Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. (2017) IHI Framework for Improving Joy in Work. IHI White Paper. Cambridge, Massachusetts: Institute for Healthcare Improvement. Retrieved from