HJAR Jan/Feb 2026

HEALTHCARE JOURNAL OF ARKANSAS I  JAN / FEB 2026 43 When competency is prioritized and inte- grated into workplace expectations, staff performance improves, and so does pa- tient care. Working staff members to the highest level of licensure and competency shares the patient workload more effec- tively. Perseverance and Respect Perseverance is necessary for over- coming challenges, while respect fosters a positive atmosphere where staff feel val- ued and empowered. Evidence suggests respect among colleagues leads to greater cooperation, reduces conflict, and enhanc- es teamwork. 5 Respectful interactions are linked to lower levels of staff burnout and greater job satisfaction, both crucial to maintaining a sustainable, high-perform- ing healthcare environment. The Care for a Healthy Work Environment Studies show healthcare settings with positive work environments experience lower staff turnover, reduced burnout, and better patient outcomes, 6 and HWEs have been associated with improved nurse re- tention, increased job satisfaction, and en- hanced patient safety. 7 HWEs are foundational for improving both staff well-being and patient out- comes. The Triple CPR framework incor- porating compassion, communication, competency, perseverance, and respect align with the findings mentioned here and offers a structured, actionable approach to creating such an environment. By embed- ding these values into the daily practices of staff meetings, daily huddles, shared gov- ernance and performance standards, and appraisals, organizations can foster a cul- ture enhancing both team dynamics and improved clinical outcomes. n REFERENCES 1 Kouzes, J. M., and B. Z. Posner. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (5th ed.). Wiley, 2012. 2 Ahmed, Z., et al. “Exploring the Impact of Compassion and Leadership on Patient Safety and Quality in Healthcare Systems: A Narrative Review.” BMJ Open Quality 13, Suppl 2 (2024): e002651. https://bmjopenquality.bmj.com/ content/13/Suppl_2/e002651. 3 Vermeir, P., et al. “Communication in Healthcare: A Narrative Review of the Literature and Practical Recommendations.” International Journal of Clinical Practice 69, no. 11 (2015): 1257–67. https:// doi.org/10.1111/ijcp.12686. 4 Manser, T. “Teamwork and Patient Safety in Dynamic Domains of Healthcare: A Review of the Literature.” Acta Anaesthesiologica Scandinavica 53, no. 2 (2009): 143–51. https://doi.org/10.1111/ j.1399-6576.2008.01717.x. 5 Spence Laschinger, H. K., et al. “Workplace Empowerment, Incivility, and Burnout: Impact on Staff Nurse Recruitment and Retention Outcomes.” Journal of Nursing Management 17, no. 3 (2009): 302–11. https://doi.org/10.1111/j.1365- 2834.2009.00999.x. 6 Aiken, L. H., et al. “Hospital Nurse Staffing and Patient Mortality, Nurse Burnout, and Job Dis- satisfaction.” JAMA 288, no. 16 (2002): 1987–93. https://doi.org/10.1001/jama.288.16.1987. 7 Shields, M., and K. Wilkins. “Factors Related to On-the-Job Abuse of Nurses by Patients.” Health Reports 20, no. 2 (2009): 7–19. Michael R.Cooper is a retired lieutenant colonel who served in the Army Nurse Corps. Currently, he is an assistant professor for traditional and advanced un- dergraduate nursing studies at Arkansas State Uni- versity’s College of Nursing and Health Professions. He graduated fromArkansas State University with a bachelor’s in nursing and certification as a Registered Nurse Practitioner. He received his master’s degree in nursing as a Clinical Nurse Specialist from the University of Alabama in Huntsville, graduating with honors.He is board-certified as a Critical Care Nurse and is an ordained bishop with the Church of God, Cleveland,Tennessee.He holds additional advanced degrees in ministry from Shalom Bible College and Seminary in Iowa. Michael R. Cooper, PhD, MSN, RN, CCRN, HACP-CMS, ACUE Assistant Professor at Arkansas State University College of Nursing and Health Professions The Triple CPR model stands for Com- passion, Communication, and Competen- cy — the triple Cs — and Perseverance and Respect. When adopted, these principles empower staff and leaders to collabora- tively build a resilient and engaged work- force, and create a patient-centered envi- ronment that not only enhances patient outcomes but also fosters exceptional ex- periences for both patients and staff. Let’s take a close look at each core tenet. Compassion, Communication, and Competency Compassionate leadership and com- passionate care are strongly associated with improved staff engagement, reduced burnout, and higher levels of job satis- faction. 1, 2 Research has shown that when staff members feel supported and valued through compassionate leadership, their interactions with patients and each other improve, leading to better healthcare de- livery. 2 Effective communication is always a key factor for HWEs. Research consistent- ly supports the idea that communication is essential for both team cohesion and high-quality patient care. Teams that com- municate well are more likely to collabo- rate effectively, leading to better clinical outcomes and a safer environment. 3 And, let’s not forget that communication is al- ways a major factor in any hospital type of survey, such as from The Joint Commis- sion. Studies emphasize a skilled and knowl- edgeable workforce is directly linked to better patient outcomes. Competency en- sures staff manage complex patient needs and work collaboratively with colleagues. 4