Collaboration and Leadership Reflection Video
Capella University
NURS-FPX 4010-Leading People, Processes, and Organizations in Interprofessional Practice
Dr. Heidi DeSota
NURS-FPX 4010: Collaboration and Leadership Reflection Video
Hello. This paper focuses on my interprofessional collaboration experience and interventions appropriate for improving outcomes in scenarios requiring collaborative values, attitudes, and behaviors. Interdisciplinary collaboration is a vital component of the modern clinical practice. The concept allows different healthcare professionals to share unique perspectives to understand challenges and improvements necessary to enhance the quality and safety of patient care. Essentially, I am committed to working together with colleagues among them physicians, nurses, pharmacists, and other who influence medical and non-medical activities.
My experience entails a scenario where I was part of an interdisciplinary team tasked with producing a report on reported cases of frequent patient falls and injuries. The team had a nurse manager, two physicians, three nurses, and a clinical assistant. Our roles including performing a risk assessment and making informed conclusions on interventions necessary for enhancing the safety of patient care.
The nurse manager was the team leader tasked with briefing everyone about the purpose, division of roles, and anticipated success factors. Experienced nurses and physicians motivated the junior colleagues to freely share their view and actively participate in decision-making. As such, one success factor was the open and transparent environment created to enable everyone to share unique perspectives about the causes of patient falls and injuries and strategies for intercepting risks (Lopez-Jeng & Eberth, 2020).
A second success factor was the emphasis on exceptional interpersonal relations that improved quality of communication across the continuum. This way, it was easier for team members to create and maintain a conductive environment for sharing knowledge, skills, and experiences on patient falls and injuries. NURS-FPX 4010
Hussain et al. (2018) reminded health leaders about the need for qualities and traits that support team-based functions. The leader communicates a common vision and purpose and reminds everyone about their obligation towards producing the best outcomes. With a clear chain of command, it was easier for us to focus on activities that matched the team’s objectives. Lopez-Jeng and Eberth (2020) informed the leaders about the need to ensure that everyone has the right attitude, behavior, and values to achieve the intended results.
By adhering to collaborative practices, we managed to identify issues such as patient’s old age, disease complexities, cognitive challenges, and inaccessible items as the common causes of patient falls and injuries. We also identified interventions such as interdisciplinary rounds, effective lighting, and adequate identification and monitoring of vulnerable patients.
Despite the successful aspects witnessed throughout the process, there were visible challenges such as the busy nature of physicians and nurses. Focusing on patient falls in the critical care unit triggered delayed feedback from the team handling complex patient care needs. The nurse manager informed everyone about the need for effective use of innovative and video platforms such as Zoom and emails that would allow use to interact seamlessly. The busy members go the chance to share responses at their convenient time and location.
The decision to facilitate an open and transparent environment also made it easier to share ideas and deliberate on interventions necessary to prevent patient falls and injuries (Vonnes & Wolf, 2017). Key takeaways from the interprofessional collaboration experience included the need for a clear chain of command, excellent interpersonal interactions, and effective leadership traits and qualities. In this case, the primary consideration is sharing a common purpose and vision, which mainly entails identifying sustainable means of enhancing the quality and safety of patient care. The experience also revealed the need for proactive engagement between leaders and team members to allow the latter to make suggestions on the best practices for achieving the best results.
Best Practices for Approaching Interprofessional Collaboration
I will discuss the Clarion Court Skilled Nursing Facility scenario and the better strategies for managing and implementing changes. The case revealed organizations commitment to making improvements by embracing new EHRs. However, successful changes depend on collective buy-in and effective employee engagement. Failure to consider employees’ suggestions jeopardized the facility ability to make meaningful progress.
This way, the scenario reveals the need for leaders with the right qualities and traits to lead changes. The transformational approach is ideal such that leaders understand the need to communicate the purpose of the change and allow individuals to share suggestions on improvements necessary to achieve strategic priorities (Lynch et al., 2017). The right leaders create an open, honest, and transparent environment where everyone freely expresses their interests including worries about adopting a certain technology.
Another consideration is the need for a clear direction to make everyone familiar with their roles and responsibilities in embracing changes. The direction makes physicians, nurses, the IT personnel, operations manager, administrator, and others aware of their influence when designing and implementing changes. The care team suggests alternatives to Healthix based on accurate and complete evidence on technologies that match the facility strategic priorities. Effective communication is another priority that allows leaders to clarify reasons for selecting Healthix while listening to insights into better options for enhancing the quality of patient care. Udod and Racine (2017) emphasized the need for cohesive conversations that break barriers created by power politics and other hierarchical constraints.
In conclusion, Clarion Court Skilled Nursing Facility has an opportunity to make significant progress in identifying and implementing EHRs that help improve the quality, safety, and cost of care. However, leadership changes are inevitable considering the need for competencies that make it easier to achieve collective buy-in and communicate shared vision and purpose. Organizations make visible progress when leaders listen to everyone’s suggestions, initiate interdisciplinary discussions when designing EHRs, and communicate effectively throughout the change process. Horizontal communication is necessary to eliminate hierarchical barriers and power distances that undermine employee engagement.
References
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation and Knowledge, 3(3), 123-127. https://www.sciencedirect.com/science/article/pii/S2444569X16300087
Lopez-Jeng, C., & Eberth, S. (2020). Improving hospital safety culture for falls prevention through interdisciplinary health education. Health Promotion Practice, 21(6), 918-925. https://journals.sagepub.com/doi/epub/10.1177/1524839919840337
Lynch, B. M., McCance, T., McCormack, B., & Brown, D. (2017). The development of the person-centred situational leadership framework: Revealing the being of person-centredness in nursing homes. Journal of Clinical Nursing, 27(1-2), 427–440. https://pubmed.ncbi.nlm.nih.gov/28677332/
Udod, S. A., & Racine, L. (2017). Empirical and pragmatic adequacy of grounded theory: Advancing nurse empowerment theory for nurses’ practice. Journal of Clinical Nursing, 26(23), 5224-5231. https://pubmed.ncbi.nlm.nih.gov/28543705/
Vonnes, C., & Wolf, D. (2017). Fall risk and prevention agreement: Engaging patients and families with a partnership for patient safety. BMJ Open Quality, 6, 1-4. https://bmjopenquality.bmj.com/content/bmjqir/6/2/e000038.full.pdf
Doornebosch, A., Smaling, H., Achterberg, W. (2022). Interprofessional collaboration in long-term care and rehabilitation: A systematic review. Journal of the American Medical Directors Association, 23, 764-777. https://www.jamda.com/article/S1525-8610(21)01102-6/pdf
Duffy, J. R., Culp, S., Marchessault, P., & Olmsted, K. (2020). Longitudinal comparison of hospital nurses’ values, knowledge, and implementation of evidence-based practice. The Journal of Continuing Education in Nursing, 51(5), 209-214. https://pubmed.ncbi.nlm.nih.gov/32347957/
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation and Knowledge, 3(3), 123-127. https://www.sciencedirect.com/science/article/pii/S2444569X16300087
McNicholas, C., Lennox, L., Woodcock, T., Bell, D., & Reed, J. E. (2019). Evolving quality improvement support strategies to improve plan–do–study–act cycle fidelity: A retrospective mixed-methods study. BMJ Quality & Safety, 28(5), 356–365. https://pubmed.ncbi.nlm.nih.gov/30886118/