NURS-FPX4010 Assessment 1 Instructions: Collaboration and Leadership Reflection Video Script Essay
Hello there. Welcome to my collaboration and leadership reflection video. This video is part assignment # 1 in the course NURS-FPX4010 at Capella University. My name is … and I and a nurse at XXXXX. In this video, I will reflect on an interdisciplinary team experience I had in the past and reflect on an interdisciplinary collaboration incident in Villa Health. Thereafter, I will discuss the outcomes of poor collaboration on efficient human and financial resource management. I will also propose the best leadership and collaboration strategies to help an interdisciplinary team achieve its goals.
Professional reflection enables us to analyze our past experiences and decisions to improve future experiences and decisions. Nursing education, learning, training, and practice will keep changing and improving. Therefore, we need to use current and past experiences and benchmark for future experiences. There was one time when I was in the ward with one patient a female 63 years old. She was admitted for care because she had diabetes mellitus that had complications with signs likely to be from a diabetic foot. She was admitted o the surgical unit in the evening for evaluation and possible amputation. The nurse in charge delegated the patient’s responsibilities to me that evening. After building the health history and drawing my plan for the patient, I realized that the patient was not just going to be seen by the surgeon but also by the medical, nutritional, and social work professionals.
The final care plan for the patient required a diabetologist’s, nutritionist’s, and nurse’s input before surgeons could decide whether amputation would be the best intervention. The involvement of the patient’s family was also important. The in-charge insisted that I had to be part of this interdisciplinary team that would see the patient through her stay in the hospital. From this experience, I learned the art of communicating and compromising to bring this team together to ensure that the patient got a final care intervention in the shortest time. The care team consisted of various professionals working within the same hospital but with different schedules. Therefore, consults and constant communication reminders were necessary. Collaborating with the surgeon and the patient’s family was vital because, in the end, the patient did not get the amputation. Ultimately, the team decided that medical treatments would be conservative, affordable, and sustainable for the patient when implemented together with lifestyle changes. This change in the plan required that all the team members that came in at different times of the day to see the patient agree through the central coordinator, who was me.
Villa Health Reflection
The scenario in villa health depicted how change can sometimes be difficult but inevitable. In Villa Health, there was various evidence of a lack of collaboration at different levels of management and care. Stephen Silva, the administrator of Clarion Court, believes that the problems with the electronic health record (EHR) implementation at their facility were due to the pressure from Vila Health Corporate to keep costs low and run a steady profit. Vila Health Corporate mandated that Clarion Court use the Healthix system, which was not well-suited for their facility, and an “implementation coach” from Baltimore who was not familiar with Clarion Court’s staff or needs. Elise Wang, the director of operations, believes that the EHR implementation failed due to a lack of change management and a lack of collaboration with the staff at Clarion Court. The staff at Clarion Court were resistant to the new system and the implementation coach, and the IT department stopped cooperating. The EHR implementation also caused a strain on the staff, who were already working long hours due to the pandemic, and it affected the quality of care provided to the residents.
In my view, the situation at Clarion Court is a case of poor collaboration at different clinical practice and management levels. The top management of the health system prioritizes its relationship with the software vendor at the expense of meeting the practice needs of the organization’s employees. Collaboration in healthcare simply entails working together to deliver the best outcomes for the chief care stakeholders, which are the patients. In the Clarion Court situation, the collaboration was not effective because it did not facilitate a conducive environment for the best patient care. This was seen in nurses’ dissatisfaction and rejection of the technology by the technology staff. But then, how would this affect patient care? Poor nurse satisfaction leads to low staff morale and a high tendency to make mistakes leading to medical and medication errors. Inefficient technology can be useful to meet practice needs and thus would render the process of care delivery slow. Care efficiency is one of the tenets of patient care quality.
Impact of Poor Collaboration on Human and Financial Management
The above experiences show how collaboration can impact outcomes of care at the patient and organization levels. Human and financial management in healthcare involves effectively utilizing human and financial resources to achieve maximum care quality and cost-effective outcomes. Therefore, effectiveness, efficiency, and timeliness are essential components of care quality and resource management. This resource management should thus target minimizing waste while maximizing efficiency, patient satisfaction, and healthcare professionals’ well-being.
Poor collaboration can lead to a reduced quality of care, increasing costs, reduced patient satisfaction, and reduced staff morale. These outcomes are evident in the two reflections. According to Agency for Healthcare Research and Quality in 2022 and the World Health Organization, quality of care is seen in care effectiveness, timeliness, safety, efficiency, equitability, and patient-centeredness. In the villa health situation, ineffectiveness was evident when the staff could not use the new electronic health system. Therefore, they could not use the technology to achieve their patient care goals. In my experience, collaboration with the physician, surgeon, nutritionist, and the patient family enabled us to achieve timely care, and the patient was discharged soonest.
Costs related to the operation and postoperative care were avoided after careful collaboration between the patient’s family, the healthcare professionals, and myself. At the clarion court, additional costs would be needed to purchase and implement an EHR that would meet the care needs of the clinical and technical staff. Poor collaboration has led to decreased staff morale and low satisfaction levels with the technology, as seen with the technical staff and nurses in the Villa Health scenario. According to an article published by Cherif in 2020, an engaged employee is a satisfied employee and is most likely to give their best input in the job. In another related publication, Goula et al. in 2022 reiterated that employee satisfaction is important for internal quality. Therefore, there needs to be an understanding and collaboration between the management and healthcare professionals.
Best Leadership Strategies
Several best-practice leadership strategies can improve an interdisciplinary team’s ability to achieve its goals. Leadership can promote clear and effective communication, diversity in teams, team flexibility, and team cohesion to enable an interdisciplinary team to achieve its goals. In my experience explained earlier, team diversity ensured that different healthcare professionals met the patient’s diverse needs with the highest specialization. If the surgeon would be left to make all clinical decisions independently, the outcomes would not have been the same. A study by Folkman et al. in 2019 acknowledged that frontline clinicians, such as nurses face significant challenges when trying to build an interdisciplinary team and integrate multiple professions in the team to maximize outcomes. Therefore, effectively and clearly communicating the team’s goals and the roles of the individual members is critical for team cohesion and cooperation. According to Rosen et al. in 2018, teamwork collaboration leads to safer, high-quality care. The relationship between teams and multilevel management enhances good teamwork behaviors, resulting in effective teamwork collaboration.
Best Collaboration Strategies
Collaboration and leadership go together in healthcare management. Several strategies can improve an interdisciplinary team’s ability to achieve its goals. Effective communication, clear role definition, encouraging interdisciplinary learning, and seeking external expertise whenever needed are evidence-based strategies that would enable the achievement of the desired team outcomes. To enable effective collaboration, clear and regular communication is important. Regular check-ins with team members to keep them on track and up to date with the progress of team activities make them cooperate effectively with each other and work collectively. Letting members know their roles prevent duplication of activities leading to waste of resources, both human, material, and financial. To do this, they need to work together respectfully and communicate effectively in interdependent roles. Folkman et al. in 2019 found that this collaboration leads to collective efforts that should be the desire of every frontline nurse leader. According to a review by Shamaeian Razavi et al. in 2022, regular debriefs by leaders enhance collaboration among team members, thus, the achievement of team goals and expectations.
Also, to ensure that team members collaborate effectively, the team leader should provide feedback that is constructive and positive. Shared decision-making is another collaboration strategy that a nurse should foster among team members to ensure that the final decision is collective and owned by all members. According to another review study by Buljac-Samardzic et al. in 2020, these collaborative strategies require additional structural, organizational, tools, and training requirements to promote effective teams. This collaboration requires a functional system with well-coordinated tools and programs to facilitate the culture of collaboration. Team members need to be able to communicate effectively and regularly with leaders and managers. For example, at the direct clinical care level, nurses can communicate through tools such as SBAR during handoffs. However, training on how to collaborate and utilize these tools is equally important. That was the end of my video presentation. Thank you for listening!
Agency for Healthcare Research and Quality. (2022, December). Six Domains of Healthcare Quality. Ahrq.gov. https://www.ahrq.gov/talkingquality/measures/six-domains.html
Buljac-Samardzic, M., Doekhie, K. D., & van Wijngaarden, J. D. H. (2020). Interventions to improve team effectiveness within health care: a systematic review of the past decade. Human Resources for Health, 18(1), 2. https://doi.org/10.1186/s12960-019-0411-3
Cherif, F. (2020). The role of human resource management practices and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector. The International Journal of Sociology and Social Policy, 40(7/8), 529–541. https://doi.org/10.1108/ijssp-10-2019-0216
Folkman, A. K., Tveit, B., & Sverdrup, S. (2019). Leadership in interprofessional collaboration in health care. Journal of Multidisciplinary Healthcare, 12, 97–107. https://doi.org/10.2147/JMDH.S189199
Goula, A., Rizopoulos, T., Stamouli, M.-A., Kelesi, M., Kaba, E., & Soulis, S. (2022). Internal quality and job satisfaction in health care services. International Journal of Environmental Research and Public Health, 19(3), 1496. https://doi.org/10.3390/ijerph19031496
Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. The American Psychologist, 73(4), 433–450. https://doi.org/10.1037/amp0000298
Shamaeian Razavi, N., Jalili, M., Sandars, J., & Gandomkar, R. (2022). Leadership behaviors in health care action teams: A systematized review. Medical Journal of the Islamic Republic of Iran, 36, 8. https://doi.org/10.47176/mjiri.36.8
World Health Organization. (n.d.). Quality of care. Who.int. Retrieved December 20, 2022, from https://www.who.int/health-topics/quality-of-care
“For this assessment you will create a 5-10 minute video reflection on an experience in which you collaborated interprofessionally, as well as a brief discussion of an interprofessional collaboration scenario and how it could have been better approached.”
The closer to 5 minutes, the better. I struggle with speaking publicly.
The Vila Health staff are:
Management: Stephen, Elise, Chad.
Care staff (nurses): Shonda, Lisa, Nora.