,

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Name

Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Hello everyone, I am —— and today, in this video on collaboration and leadership, I will discuss my experience of interdisciplinary collaboration in the healthcare setting where I work as a registered nurse. I will also discuss the positives and negatives of my experience with interprofessional team collaboration. Additionally, I will explain how poor collaboration leads to inefficient management of human and financial resources. Moreover, I will highlight some leadership and collaboration strategies to enhance teamwork and improve patient healthcare outcomes. 

Interdisciplinary team collaboration is a strategic way of providing holistic care to patients requiring multifaceted care treatments. Patients with chronic diseases like diabetes, hypertension, stroke, etc., require care coordination from a multidisciplinary team approach. In this approach, a team of different disciplines meet and communicate together to create care plans for patients and deliver coordinated care of high quality (Flaherty & Bartels, 2019).

This approach not only improves patient safety and health outcomes but also results in enhanced work productivity and job satisfaction. Furthermore, collaboration and communication within a multidisciplinary team foster a conducive environment for the healthcare workforce and patients. Therefore, healthcare organizations must integrate interdisciplinary team collaboration within systems to achieve desired patient health outcomes (Flaherty & Bartels, 2019).

Interdisciplinary Collaboration Experience

  The interdisciplinary team of physicians, pharmacists, nurses, nutritionists, and physical therapists met on one fine day to discuss a diabetic patient’s case. This collaboration aimed to improve patient’s health outcomes and experience with the help of care coordination and patient-centered care. My experience had some successful and unsuccessful aspects in achieving the desired outcomes of this collaboration. 

The interdisciplinary team promoted effective and improved communication among team members where we discussed the patient’s care plan, patient education on diabetes, and providing Diabetes Self-Management Education and Support program. This collaboration also helped provide holistic and patient-centered care. The patient could acquire comprehensive care from all professionals, taking account of their emotional, physical, and psychosocial well-being. This collaboration also tapped into each member’s specialized knowledge and expertise regarding patients and enhanced interprofessional knowledge among team members. Lastly, the interprofessional collaboration experience enhanced patient satisfaction due to shared decision-making. 

While the interprofessional collaboration experience resulted in successful aspects, the team faced some challenges. One major challenge was conflict and resistance to changing traditional roles and practices. For instance, one of the team members did not agree with the idea of telehealth-based DSMES and required the patient to receive the program at the clinic. Furthermore, the time schedules were significant challenges which prevented a few members from attending the meeting. For improving future practices, some of my reflective nursing practices are team debriefing sessions to discuss the productivity of collaboration and prospective improvements that can be brought. Another way to improve future practice includes education and training to develop effective collaboration, communication, and conflict-resolution skills to navigate similar circumstances better.

Poor Collaboration and Inefficient Management of Resources

There were specific points in my interdisciplinary collaboration experience where poor collaboration led to inefficient management of human and financial resources. One significant challenge that led to poor collaboration was the need for clear communication among interdisciplinary team members (Khatri et al., 2023). Despite conducting regular meetings for multidisciplinary team collaboration on coordinating care for diabetic patients, some team members were not assertive in expressing their concerns and opinions clearly. Ultimately, the patient care provided was of sub-optimal value.

Furthermore, the lack of agreements with pharmacists and other team members resulted in major conflicts and poor care coordination and collaboration (Khatri et al., 2023). This resulted in inefficient management of human resources as some team members wanted to care and coordinate while others were reluctant to make personal relationships with team members (Figueroa et al., 2019). 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

When healthcare professionals do not communicate clearly or express their concerns vaguely, there is a high risk of medical and treatment errors. This impacts patient safety and inefficient utilization of human efforts and financial resources, adding extra costs for additional treatments. Furthermore, the length of hospital stay also increases due to poor collaboration among interdisciplinary teams, which requires extra work hours for the healthcare workforce and additional financial resources to treat patients’ conditions (da Silva et al., 2021).  Poor collaboration due to lack of leadership also results in low work productivity for healthcare professionals, and healthcare settings bear extra financial implications due to poor management (Figueroa et al., 2019)

The ineffective collaboration within an interdisciplinary team causes various types of errors in treatment due to unclear roles and communication. This leads to burnout and stress among the healthcare workforce, ultimately causing high turnover rates (Flaherty & Bartels, 2019). Furthermore, poor collaboration impacts the work environment and results in absenteeism and a decline in high-quality care to patients. This leads to reduced patient safety and satisfaction. The financial implications of poor management are increased healthcare costs, litigation liabilities due to medical malpractice, overutilization of material resources due to poor care coordination, and missed opportunities to identify and implement cost-saving measures (Bachynsky, 2019).

Leadership Strategies to Improve Interdisciplinary Team’s Ability

Shared leadership is one of the best strategies employed in interdisciplinary team collaboration to enhance its ability to accomplish the desired goals (Aufegger et al., 2019). Shared leadership involves collective decision-making in interdisciplinary team collaboration and gives leadership responsibilities to all team members (Folkman et al., 2019). The rationale for selecting this strategy is that it builds an empowered team and fosters a culture of open communication and collaboration as every member takes ownership of his role. This leads to enhanced collaboration and promotes care coordination. Furthermore, shared leadership reduces hierarchy by equitable distribution of responsibilities, leading to enhanced team engagement (Janssens et al., 2021).

Change management strategies, including raising awareness of the significance of collaboration in healthcare bring valuable health outcomes. One such strategy is the ADKAR model comprising stages of Awareness, Desire, Knowledge, Ability, and Reinforcement (Harrison et al., 2021). This strategy emphasizes raising awareness of interdisciplinary team collaboration and developing a willingness to embrace the change within the system. Later, the healthcare workforce will be trained in implementing collaborative meetings with interprofessional team members and honing their skills and abilities to achieve desired outcomes. Lastly, the changes implemented are sustained in the reinforcement step, and the feedback is continuously evaluated  (Harrison et al., 2021). 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Another leadership strategy that can shape an interprofessional team’s potential in fulfill its objectives is applying transformational leadership. This leadership style promotes and motivates each team member to achieve their full potential and share vision among all the team members (Salazar et al., 2019). It encourages team members to present their vision and insights on the patient’s condition and well-being. The interdisciplinary team can employ this leadership strategy and foster a sense of camaraderie and trust among team members while enhancing the team cohesion necessary for providing care coordination (Virgiawan et al., 2021). 

By choosing this strategy to improve the team’s ability to achieve its goals, the healthcare team can craft a shared vision and improve interpersonal relationships, leading to better communication and collaboration, which is required for patient-centered care and efficient resource management (Orukwowu, 2022).

Interdisciplinary Team Collaboration Strategies

TeamSTEPPS (Team Strategies and Tools to Enhance Performance and Patient Safety) is an evidence-based strategy to enhance collaboration among multidisciplinary teams and improve patient safety (Matzke et al., 2021). This collaboration strategy is a guiding tool with appropriate strategies to promote patient safety through collaboration. These strategies include role clarity, crisis resource management, structured communication, and mutual support (Wadsworth, 2019). As team members understand their role and communicate adequately, it will ultimately result in effective care treatments for diabetics. Nurses can educate patients on self-management behaviors, and fitness experts will help patients become more active physically. Moreover, physicians and pharmacists can work on managing medication, and nutritionists will help with dietary modifications in diabetes (Wadsworth, 2019). 

Reason for its Effectiveness

This program promotes clarity of roles and responsibilities among all team members to reduce role ambiguity and improve understanding of everyone’s duty regarding care coordination and quality of care delivery. Furthermore, it provides strategies to multidisciplinary team members to coordinate effectively with team members to manage emergencies and critical situations to manage resources efficiently (Fitzpatrick et al., 2021). Lastly, it encourages seamless communication utilizing the SBAR technique (Situation, Background, Assessment, Recommendation), which enables a better understanding of the patient’s health status clearly and concisely (Kuriyan et al., 2020). This results in mutually supportive collaboration as team members communicate soundly and clearly, enlightening all team members adequately. The ultimate result will be improved patient outcomes and patient safety.

Other strategies for improving multidisciplinary team collaboration to achieve its goals and effective working include educating the healthcare workforce on the significance of communication and collaboration.  This is done by conducting Interprofessional Education (IPE) programs that teach all members about mutual understanding, respect, and effective communication (Grace, 2020). The educational programs can create a sense of responsibility and pave the way for all members to listen and share their active insights on patient care treatment to improve patient health outcomes. These programs also guide team members on improved team engagement, the benefits of collaboration, and how it can ease their workflow productivity and prevent staff burnout due to poor collaboration (Diggele et al., 2020). 

Conclusion

To conclude, this video discusses interdisciplinary team collaboration experience and highlights some successful and failed aspects. Furthermore, I highlighted ways in which poor collaboration leads to inefficient management of human and financial assets. Additionally, I discussed shared and transformational leadership strategies to enable teams to achieve their healthcare goals. Lastly, I shared TeamSTEPPS and IPE as the best collaboration strategies to improve working within a multidisciplinary team and improve achieving its goals. 

References

Aufegger, L., Shariq, O., Bicknell, C., Ashrafian, H., & Darzi, A. (2019). Can shared leadership enhance clinical team management? A systematic review. Leadership in Health Services32(2), 309–335. https://doi.org/10.1108/lhs-06-2018-0033 

Bachynsky, N. (2019). Implications for policy: The triple aim, quadruple aim, and interprofessional collaboration. Nursing Forum55(1), 54–64. https://doi.org/10.1111/nuf.12382 

da Silva, R. G. L., Chammas, R., & Novaes, H. M. D. (2021). Rethinking approaches of science, technology, and innovation in healthcare during the COVID-19 pandemic: The challenge of translating knowledge infrastructures to public needs. Health Research Policy and Systems19(1). https://doi.org/10.1186/s12961-021-00760-8 

Diggele, C., Roberts, C., Burgess, A., & Mellis, C. (2020). Interprofessional education: Tips for design and implementation. BMC Medical Education20(2). https://doi.org/10.1186/s12909-020-02286-z 

Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: A rapid review. BMC Health Services Research19(1), 1–11. https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-019-4080-7 

Fitzpatrick, S., Smith-Brooks, A., & Jones-Parker, H. (2021). Integration of TeamSTEPPS framework and escape room to improve teamwork and collaboration. Journal of Doctoral Nursing Practice14(3), 233–243. https://doi.org/10.1891/JDNP-D-20-00054 

Flaherty, E., & Bartels, S. J. (2019). Addressing the community‐based geriatric healthcare workforce shortage by leveraging the potential of interprofessional teams. Journal of the American Geriatrics Society67(S2), S400–S408. https://doi.org/10.1111/jgs.15924 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Folkman, A. K., Tveit, B., & Sverdrup, S. (2019). Leadership in interprofessional collaboration in health care. Journal of Multidisciplinary Healthcare12(12), 97–107. https://doi.org/10.2147/jmdh.s189199 

Grace, S. (2020). Models of interprofessional education for healthcare students: A scoping review. Journal of Interprofessional Care35(5), 1–13. https://doi.org/10.1080/13561820.2020.1767045

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership13(13), 85–108. NCBI. https://doi.org/10.2147/JHL.S289176  

Janssens, S., Simon, R., Beckmann, M., & Marshall, S. (2021). Shared leadership in healthcare action teams: A systematic review. Journal of Patient Safety17(8), 1. https://doi.org/10.1097/pts.0000000000000503 

Khatri, R., Endalamaw, A., Erku, D., Wolka, E., Nigatu, F., Zewdie, A., & Assefa, Y. (2023). Continuity and care coordination of primary health care: A scoping review. BMC Health Services Research23(1). https://doi.org/10.1186/s12913-023-09718-8 

Kuriyan, A., Kinkler, G., Cidav, Z., Kang-Yi, C., Eiraldi, R., Salas, E., & Wolk, C. B. (2020). TeamSTEPPS to improve collaboration in school mental health: Protocol for a mixed-method hybrid effectiveness-implementation study (preprint). JMIR Research Protocols10(2). https://doi.org/10.2196/26567 

Matzke, C. M., DeGennaro, R., & Howie-Esquivel, J. (2021). Incorporating TeamSTEPPS training to improve staff collaboration in an academic level I emergency and trauma center. International Emergency Nursing55, 100959. https://doi.org/10.1016/j.ienj.2020.100959 

Orukwowu, U. (2022). Nursing leadership in healthcare: The impact of effective nurse leadership on quality healthcare outcomes. IPS Interdisciplinary Journal of Social Sciences1(1), 1–6. https://doi.org/10.54117/iijss.v1i1.1 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Salazar, M. R., Widmer, K., Doiron, K., & Lant, T. K. (2019). Leader integrative capabilities: A catalyst for effective interdisciplinary teams. Strategies for Team Science Success1(1), 313–328. https://doi.org/10.1007/978-3-030-20992-6_24 

Virgiawan, A. R., Riyanto, S., & Endri, E. (2021). Organizational culture as a mediator motivation and transformational leadership on employee performance. Academic Journal of Interdisciplinary Studies10(3), 67. https://doi.org/10.36941/ajis-2021-0065 

Wadsworth, A. (2019). Using teamstepps® to improve interprofessional collaboration in the outpatient psychiatric care setting. Doctoral Dissertations and Projectshttps://digitalcommons.liberty.edu/doctoral/2226/ 

Get Free Samples on your Email

For your Capella University BSN/MSN/DNP Class!

Latest Samples

Free BSN Assessments