NURS-FPX 4010 Collaboration and Leadership Reflection Video

NURS-FPX 4010 Collaboration and Leadership Reflection Video

NURS-FPX 4010 Collaboration and Leadership Reflection Video

Collaboration and Leadership

The success of health organizations in the modern world largely depends on the effectiveness of interprofessional collaboration adopted by different teams involved in the care provision. Interprofessional collaboration entails the involvement of healthcare providers from different disciplines and backgrounds in assessing, planning, implementing, monitoring, and evaluating treatments. Interprofessional collaboration facilitates care outcomes such as improved quality, efficiency, and safety of care that patients receive. It is also important for the success of an organization, as it eliminates potential errors in the care process and issues such as inefficient resource utilization to promote optimum care outcomes. Besides collaboration, nurses and other healthcare providers should be encouraged to utilize reflective practice in their roles. Reflective practice enables them to develop their desired competencies by learning from their experiences (Merrow, 2022). Therefore, this reflection explores my experience with interprofessional collaboration and strategies that should be adopted to improve outcomes. It also examines the effects of poor collaboration and best leadership and collaboration strategies that can be adopted to improve team outcomes.

Effects of Poor Collaboration

Effective collaboration is an ingredient for the success of any organization. However, poor collaboration has considerable ramifications to the organizational success. One of them is that it lowers the morale of the staff in the organization. Collaboration incorporates the efforts from different staff in the organization. The staff have unique and varying values, beliefs, and practices that affect their task undertaking. As a result, poor collaboration, which fails to consider their diversities may affect their morale in engaging in future change initiatives in the organization (Paola et al., 2018). Poor collaboration may also create some fear in them towards any interprofessional activity in the organization.

The other effect of poor collaboration is resource wastages. Poor collaboration results in time, human resources, material, and financial wastages. The organization invests its resources in projects that do not yield any benefit. As a result, they incur significant losses and inability to achieve their outcomes. In addition, it hinders the organization’s focus on other investment lines that could contribute to enhanced performance and competitiveness. Poor collaboration also leads to low team cohesion. The reduction in team cohesion is attributed to factors such as mistrust and fear among the organization’s staff. There is also the fact that poor collaboration causes poor strategy execution. The management, leadership and staff fail in achieving the plans developed for strategy implementation as well as the desired outcomes. Therefore, initiatives that enhance the success of interprofessional collaboration activities should be implemented (Harris et al., 2022; Merrow, 2022).

Reflection of Interdisciplinary Collaboration

I have an experience with an interdisciplinary collaboration in my practice site. The activity entailed the implementation of interdisciplinary hourly rounding in the medical and surgical floors to prevent falls. The need for the activity was informed by the rise in falls among hospitalized patients over the last quarter of the year. Some things went right with the interdisciplinary collaboration. One of them was open communication. Open communication among healthcare providers was upheld. This improved understanding of the project as well as strengthening trust among the project implementers. The other successful aspect was the active involvement of the healthcare staff in the departments where the initiative was implemented. Active participant involvement was important in ensuring the development of the desired knowledge and skills by project implementers (Porter-O’Grady, 2019).

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS: NURS-FPX 4010 Collaboration and Leadership Reflection Video

Some things did not go as desired in the interdisciplinary collaboration. One of them was that the staff did not receive regular feedback on the project process. The lack of regular feedback led to information breakdown among the project stakeholders. It also led to low morale among the staff since they were not informed about the things that were working or ineffective in the process. Regular feedback is important in ensuring continuous improvement of systems and processes used in a project since the implementers build on successful strategies with the aim of eliminating the identified weaknesses. The other issue experienced with the implementation was inadequate institutional support. The hospital did not offer continuous support to the staff in forms such as coaching and mentorship. It also did not support continuous quality improvement through strategies such as rewarding performance. The lack of adequate institutional support affected sustainability of the change initiative in the organization.

Best-Practice Interdisciplinary Collaboration Strategies

Several best practice interdisciplinary collaboration strategies can be adopted to enhance the team effectiveness in achieving its goals. One of them is teamwork. Teamwork entails encouraging team members to work together in undertaking team’s activities. Teamwork enhances collectivism in the realization of the desired outcomes in an organization. The second best-practice interdisciplinary collaboration strategy is open communication. Open communication entails ensuring the existence of free flow of information in the organization and among the team members. Open communication ensures the prioritization of a team’s needs, views, and concerns. It also improves trust that team members have towards each other (Mertens et al., 2019).

Person-centeredness is the other interdisciplinary approach. Person-centeredness entails the implementation of approaches in a team that addresses the unique needs of the members. Person-centeredness empowers and encourages team members to explore ways of achieving optimum team outcomes by focusing of each team members’ strengths and abilities. Team members also leverage on their strengths to minimize the potential effects of their weaknesses on the project outcomes. The other strategy is sharing roles. The team members should have unique roles to play for the success of the team. Sharing roles increases team members’ satisfaction and their empowerment to explore effective strategies for the overall success of the team (Paola et al., 2018; Shakhman et al., 2020). Sharing roles also ensures that each of the team member is actively involved in meeting the set objectives, which contribute to the overall aims of the team undertakings.

The other best-practice intervention to strengthen interprofessional collaboration is active participation. The team members should be encouraged to participate actively in team’s activities. Active participation promotes ownership of the project by the team members. It also builds the competencies needed for the success of the team activities. The provision of personal rewards is the other intervention. Rewarding performance motivates the team members to engage in additional activities for the success of the team (Miles & Scott, 2019).

The other practice is training and development. Interprofessional team members should be trained to acquire the knowledge and skills needed for the success of their interventions. Training also eliminates the potentials of resistance to change from them. The last strategy is ensuring clarity of vision. The team members should understand the purpose of the team. They should understand their roles in contributing to the success of the team. They should also share the same vision to drive collectivism in achieving the goals of the team (Paola et al., 2018; Shakhman et al., 2020).

Best-Practice Leadership Strategies

Nurses can also adopt best-practice leadership strategies to improve interdisciplinary team’s ability to achieve its goals. One of them is maintaining constant communication with the followers. Constant communication can be achieved by offering followers frequent feedback about their successes in achieving the set objectives and changes needed to enhance outcomes further. The other best-practice leadership strategy is mentoring team members. Effective leaders focus on promoting the development of their followers. They encourage their followers and guide them in adopting best practices in undertaking their tasks (Porter-O’Grady, 2019). Through it, they influence their actions and motivate them towards excellence.

The other leadership strategy is open communication. Effective leaders maintain two-way communication between them and their followers. This communication approach eliminates mistrust and promotes honesty and transparency among them. They also encourage innovation. They also encourage their followers to explore new, innovative approaches to driving excellences in their practice. They also encourage the use of evidence-based strategies to eliminate issues such as inefficiencies and redundancies in nursing practice (Hofmeyer & Taylor, 2021). The other best-practice leadership strategy is encouraging accountability. Accountability in teamwork entails team members acknowledging and assuming responsibility for their actions and decisions. Accountability increases the autonomous roles that each of the team members lay (Miles & Scott, 2019). It also provides a clear approach to assessing the contribution of team members to the success of the team.

The other strategy is delegation. As noted initially, effective leaders promote the competency development of those they lead. They adopt interventions such as delegation to help the team members to develop knowledge and skills in undertaking their assigned roles independently. They also utilize delegation as an approach to build trust between them and their followers, for enhanced teamwork outcomes (Labrague et al., 2022). The other effective leadership practice is promoting transparency. The team members should be informed about the need for different decisions made in a team. They should be involved in exploring the potential strategies they can adopt to achieve the desired outcomes. Through it, the team members will demonstrate commitment to purpose. They will be highly committed to achieving optimum team outcomes (Miles & Scott, 2019).

Conclusion

Interprofessional collaboration is important in nursing practice and healthcare. It enables organizations to achieve enhanced outcomes in terms of safety, quality, and efficiency. Poor collaboration hinders the realization of employee potentials and set organizational objectives. As a result, it is important for leaders and managers to adopt best-practice collaboration and leadership strategies to enhance team outcomes.

References

Harris, J. L., Roussel, L. A., Dearman, C., & Thomas, P. L. (2022). Project Planning, Implementation, and Evaluation: A Guide for Nurses and Interprofessional Teams. Jones & Bartlett Learning.

Hofmeyer, A., & Taylor, R. (2021). Strategies and resources for nurse leaders to use to lead with empathy and prudence so they understand and address sources of anxiety among nurses practising in the era of COVID-19. Journal of Clinical Nursing, 30(1–2), 298–305. https://doi.org/10.1111/jocn.15520

Labrague, L. J., Al Sabei, S., Al Rawajfah, O., AbuAlRub, R., & Burney, I. (2022). Interprofessional collaboration as a mediator in the relationship between nurse work environment, patient safety outcomes and job satisfaction among nurses. Journal of Nursing Management, 30(1), 268–278. https://doi.org/10.1111/jonm.13491

Merrow, E. W. (2022). Contract Strategies for Major Projects: Mastering the Most Difficult Element of Project Management. John Wiley & Sons.

Mertens, F., De Gendt, A., Deveugele, M., Van Hecke, A., & Pype, P. (2019). Interprofessional collaboration within fluid teams: Community nurses’ experiences with palliative home care. Journal of Clinical Nursing, 28(19–20), 3680–3690. https://doi.org/10.1111/jocn.14969

Miles, J. M., & Scott, E. S. (2019). A New Leadership Development Model for Nursing Education. Journal of Professional Nursing, 35(1), 5–11. https://doi.org/10.1016/j.profnurs.2018.09.009

Paola, F., Sergio, R., Daniela, M., Alberto, B., Annalisa, B., Francesca, M., Loris, B., Annarita, V., Danilo, A. F., & Rosaria, D. L. (2018). The efficacy of interprofessional simulation in improving collaborative attitude between nursing students and residents in medicine. A study protocol for a randomised controlled trial. Acta Bio Medica : Atenei Parmensis, 89(Suppl 7), 32–40. https://doi.org/10.23750/abm.v89i7-S.7875

Porter-O’Grady, T. (2019). Principles for sustaining shared/professional governance in nursing. Nursing Management, 50(1), 36–41. https://doi.org/10.1097/01.NUMA.0000550448.17375.28

Shakhman, L. M., Al Omari, O., Arulappan, J., & Wynaden, D. (2020). Interprofessional Education and Collaboration: Strategies for Implementation. Oman Medical Journal, 35(4), e160. https://doi.org/10.5001/omj.2020.83