Capella University
NURS-FPX 4010-Leading People, Processes, and Organizations in Interprofessional Practice
Dr. Linda Marcuccilli
January 16, 2024
Collaboration and Leadership Reflection Video
Hello. Thank you for this opportunity to share a reflective experience involving interprofessional collaboration. Interdisciplinary collaboration is a critical aspect that allows different professionals to share perspectives on best practices for optimizing care outcomes. In this case, I will share details of a scenario that allowed me to look critically at experiences and actions that influence the quality, safety, and cost of patient care. I was assigned a difficult patient during my shift.
The shift starts at 7 in the evening. At around 9 p.m., the patient started becoming needy and demanding by calling me to her room nearly every two minutes. Aware of the duty of care and the need for dedicated efforts to provide patient-centered care, I tried my best to address all the patient’s needs despite having four other patients to handle. I tried explaining that I could not attend to her all night since there were other patients. However, the patient kept calling me into her room every minute, which triggered my decision to page the medical team assigned to her. The team did not respond for the next one hour prompting me to send a chat message. However, I did not receive a response.
The patient kept ringing her call bell and I would always find time to attend to her needs. At 3 a.m. I had to respond to a patient being picked up by the transport team for an MRI. The patient with frequent calls go upset. Finally, I managed to answer her call and went into her room. The patient began screaming when entered the room and threw a table at me. With still no response from the medical team, I decided to call the facility’s behavioral response team to handle the violent situation.
The medical team showed up after the response from the behavioral response section. The scenario revealed challenges that undermine timely response to patient demands. Successful aspects of the experience include my resilience throughout the shift and the timely response from the behavioral response team. However, the unwillingness of the medical team assigned to the patient to respond and help me overcome the burden of handling multiple patients was a serious weakness. Notably, interprofessional collaboration reminds the care team about their duty of care and the need for team-based functions to optimize care outcomes (Asif et al., 2019). Instances where colleagues are unwilling to respond to patient calls and help other contradict professional priorities.
Thus, one improvement would involve using transformational leadership to initiate team-based attitudes, values, and behaviors. The leader guides everyone to understand shared aspirations and pathways for achieving a common goal across the continuum (Hussain et al., 2018). Another improvement is reinforcing a culture characterized by interdisciplinary rounds to enhance the willingness by every member of the care team to create and sustain an environment that matches calls for evidence-based and patient-centered care. Excellent communication is a priority for the care team to understand events within the clinical environment and help each other overcome complexities. The move promotes shared decision-making to improve the quality and safety of patient care.
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Improving Interdisciplinary Collaboration
The events at Clarion Court Skilled Nursing Facility scenario highlights the need for a comprehensive plan for designing and implementing changes. Introducing a new electronic health record requires leaders to engage the care team and make everyone familiar with reasons for the change. Failure to acknowledge the need for collective buy-in makes the change process bumpy for leaders and affiliated parties (Hussain et al., 2018). Stephen Silva indicated that there were deficiencies upstream in the network. The issue indicated the need for effective leadership characterized by transformational and visionary traits and qualities. The styles encourage autonomy and allow everyone to share suggestions or raise questions about the proposed changes.
The transformational leader understands the staff, employees’ needs, and other aspects of the facility (Asif et al., 2019). The knowledge reinforces commitment to listening to others to identify gaps and improvements necessary to achieve the best outcomes. The right leader does not bulldoze or ignore what people say to them. In this case, a competent leader would engage the IT team to understand their contributions and make informed conclusions about the proposed system. A team-based culture is also vital to eliminate power distances and hierarchies that jeopardize the quality of communication (Nilsen et al., 2020).
The team-based attitudes, values, and behaviors make everyone familiar with shared aspirations. Everyone understands the purpose and impact on strategic priorities. Further, the team-based efforts ensure that the organization does not fall behind due to clarity of roles and collective obligations to achieving the best outcomes. Excellent communication is another priority that makes everyone aware of the reasons for a change and necessary steps to achieve the goal (Nilsen et al., 2020). The interactions reduce the risk of staff resistance as witnessed among nurses. With effective communication, a leader clarifies reasons for technological changes, the consequences on employees, and future outcomes associated with the technology. The leader communicates well with the registered nurses and the licensed practical nurse largely affected by the changes due to their frontline roles.
As I conclude, Clarion Court Skilled Nursing Facility provides insights into the barriers and enablers of successful change management. The challenges witnessed throughout the change process reveals the need for competent leadership to explain the need for changes and implications on patients, the care team, and the organization. The right leaders establish proper communication structures, acknowledge the relevance of interprofessional collaboration, and discuss changes so that everyone understands alignment with strategic priorities.
References
Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2019). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 1-13. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6651060/pdf/ijerph-16-02381.pdf
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
Nilsen, P., Seing, I., Ericsson, C., Birken, S., & Schildmeijer, K. (2020). Characteristics of successful changes in health care organizations: An interview study with physicians, registered nurses and assistant nurses. BMC Health Services Research, 20(147), 1-8. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-020-4999-8