Collaboration and Leadership Reflection 

NURS FPX 4010 Assessment1 Attempt 1 Collaboration and Leadership Reflection Video

Hello everyone. I am Roy Thomas.  In this video task, we will be discussing interdisciplinary collaboration to promote the involvement of every domain of inpatient care in which the whole healthcare team works together and gets involved in the patient care for the patient’s safety and healthcare plan and also work on the treatment strategies specifically for the patient’s needs. Furthermore, I will also be proposing a model in which interpersonal collaboration would help enhance communication between the healthcare team, the patient, and their family to achieve the goals and provide healthcare management to the patient in the most effective way. This can be achieved by open communication between the health care team, the patient, and the family of the loved ones. Interprofessional collaboration brings together a group of medical professionals from various origins and specialties to collaborate with patients and caregivers to improve the quality of their care. My practice and knowledge of such collaboration are described in the current video. Besides that, this video offers tips, including how to increase the effectiveness of collaborative efforts, which can be seen in Vila Health. 

Scenario of Interdisciplinary Collaboration

My role as a healthcare worker informatics researcher is to act as a conduit between both the medical and technical services (IT) departments. The IT manager has asked me to assist them in determining the best opportunity to bring the EMR offline in an attempt to implement required system integration changes. Instructions can be entered, drugs can be distributed, healthcare and patient safety tasks can be documented, laboratory and other clinical information can be generated, hypersensitivity and pharmacological and toxicological checks can be performed, and accidents or any infection, either bacterial, viral, or fungal, can be monitored using the Electronic Medical Report (EMR) (Manias, 2018; Dendere et al., 2019). But the main problem to consider is that neither of these features will be available in the EMR goes down and stops working, which will force physicians to rely on the traditional way of keeping all the information. Nonetheless, physicians rely on EMR regarding every aspect of healthcare, and any possible disruption in its accessibility may cause tension, irritation, panic, and the risk of compromising proper medical care along with patient safety. As a result, physicians expect the EMR to become accessible at any time and to operate at its best (Dendere et al., 2019). In terms of maintaining network stability, accuracy, and reliability, the IT staff is necessary to make frequent core technology improvements. The main goal is to determine a 4-hr period during which the minimum number of patient safety and care would be disrupted if the electric medical report went down.

PDSA is used in this scenario, in which meetings were held with the stakeholders and with professionals of various domains. The ERM downtime was decided as Thursday 1:00 am to 7:00 am. In this duration, fewer patient visits were expected having less chances of effecting patient care and also because this duration was chosen to allow for the completion of final payment procedures and the laboratory staff to start their early rotations on schedule and a radiologist was on board to interpret MRI scans, and the nurses’ personnel were adequate.

Impact of Poor Interdisciplinary Collaboration 

The accessibility and reliability of the EMR are one side of the story, but to use it effectively, healthy communication is important among the professionals of all the domains in the hospital, along with communication with the patient and their families (Rotter, 2015). The rigorous functional structure and the experts’ responsibility toward the main physician are two characteristics of teamwork that could aid in the achievement of the desired result. Simultaneously, it is important to mention that perhaps the staff needs to work on duty prioritization since nurses cannot avoid attending the treatment of individuals during weekly sessions or meetings. Furthermore, the healthcare team is encouraged to concentrate on changing record maintenance because records and reports can be frequently duplicated, making it harder to locate sensitive details. 

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NURS FPX 4010 Assessment1 Attempt 1 Collaboration and Leadership Reflection Video

However, it must be noted that using blended techniques of treatment that entail the involvement of multiple professionals somehow doesn’t automatically imply efficacy. According to O’Connor et al. (2016), ineffective communication between health care teams that include nurses and doctors puts clients’ health at risk and wastes resources. Because of this, difficulties can occur as a consequence of a team’s loss of confidence, trust, collaboration, and interaction; an absence of an appropriate partition of roles; and clear leadership. 

Following the scenario, it was analysed that downtime procedures should be evaluated with all nurses because many divisions did not understand from where to get down time paperwork, and healthcare information personnel should take rounds hourly to support staff before, throughout, and after down time.

Implications of Effective Collaboration

Ensuring the implications of effective collaboration among all the parties and using EMR efficiently also needs strong interdisciplinary collaboration in the hospital. Excellent patient care requires effective multidisciplinary cooperation, even during unit shifts. It facilitates the sharing of information as well as the range of skills required to interpret it, such as doctors’ understanding of possible treatments and nursing comprehension of the patient’s current condition. To accomplish effective multidisciplinary collaboration, all necessary information must be communicated in order to make a proper clinical judgment and guide all of their everyday lives. It is also crucial to give each patient the time and attention necessary, but no longer than that (Chow et al., 2019). Another important step is to ensure that almost all-important information and experience are communicated while also guaranteeing that neither time nor money has been wasted (Pomare et al., 2020). This is delicate work that necessitates a considerable volume of interaction negotiation—that is, who communicates and what has been said. In the managerial setting of a medical facility, this dialogue might be difficult. Conventional healthcare hierarchy can impede doctor–nurse verbal connection, despite the focus on and possibility for conversation during the unit shift (Griffin et al.,2020). Even though some researchers have suggested that nurses need a little more aggressive coaching and tactics to assist them, additional studies suggest that perhaps a better knowledge of the “nonverbal communication system” is required  

Interdisciplinary Collaboration Strategies

The nurse leader can employ a range of tactics to guarantee that all voices about care needs are heard, and they can regularly role-model collaboration to develop confidence and the ability to bring staff and patients together to improve coordination. This practical learning approach can take a lot of time and effort, but it can pay off when the roles are successfully integrated into the healthcare service  When the nurse leader of the healthcare team gains the respect and trust of the management, nurses, and healthcare workers, there can be a dynamic relationship in addition to the new team entering the unit: they may seem to take others’ support and loyalty as a signal to feel safe and secure enough to communicate and collaborate with the nurse leaders and other professionals in the hospital without feeling hesitant (Olutu et al., 2019; Pomare et al., 2020).

Along with this, the community-based intervention also highlights how the interdisciplinary collaboration between patients and health workers, and people from different domains working in the hospital can achieve effective communication. Different instruction and assessment scenarios can be done to build personal negotiation abilities among the healthcare workers and other people working in the hospital (Pomare et al., 2020).

Conclusion

Interaction, support confidence, respect, uneven authority, recognizing job obligations, and job prioritization are all major aspects that can influence collaboration. Human resource management is fundamental to delivering superior and safe medical services. To design new policies, an emphasis on human resource management and risk management is required, and additional research is required. Effective management methods are critical for improving outcomes for patients, healthcare services, and accessibility all around the globe. At Villa hospital, to check the collaboration among the interdisciplinary teams, the EMR was shut down to understand the interaction among the professionals working in the hospital and with the patient and whether the healthcare team is capable of delivering effective and efficient healthcare management, treatment planning and administering treatment to patients. this can be used as assessment to check the efficiency of nurse leader strategies and general strategies used to enhance interdisciplinary collaboration along with the management and problem-solving skills of IT department to brings back the EMR in functioning. 

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References 

Chow, M. Y., Nikolic, S., Shetty, A., & Lai, K. (2019). Structured interdisciplinary bedside rounds in an Australian tertiary hospital emergency department: patient satisfaction and staff perspectives. Emergency Medicine Australasia, 31(3), 347-354. https://doi.org/10.1111/1742-6723.13160 

NURS FPX 4010 Assessment1 Attempt 1 Collaboration and Leadership Reflection Video

Dendere, R., Slade, C., Burton-Jones, A., Sullivan, C., Staib, A., & Janda, M. (2019). Patient portals facilitating engagement with inpatient electronic medical records: a systematic review. Journal of medical Internet research, 21(4), e12779.  https://doi.org/10.2196/12779 

Griffin, K. M., Karas, M. G., Ivascu, N. S., & Lief, L. (2020). Hospital preparedness for COVID-19: a practical guide from a critical care perspective. American journal of respiratory and critical care medicine, 201(11), 1337-1344. https://doi.org/10.1164/rccm.202004-1037cp 

Manias, E. (2018). Effects of interdisciplinary collaboration in hospitals on medication errors: an integrative review. Expert opinion on drug safety, 17(3), 259-275. https://doi.org/10.1080/14740338.2018.1424830

O’connor, P., O’dea, A., Lydon, S., Offiah, G., Scott, J., Flannery, A., & Byrne, D. (2016). A mixed-methods study of the causes and impact of poor teamwork between junior doctors and nurses. International journal for quality in health care, 28(3), 339-345. https://doi.org/10.1093/intqhc/mzw036

Olotu, C., Weimann, A., Bahrs, C., Schwenk, W., Scherer, M., & Kiefmann, R. (2019). The Perioperative Care of Older Patients: Time for a New, Interdisciplinary Approach. Deutsches Ärzteblatt International, 116(5), 63. https://doi.org/10.1007/s00391-011-0201-6  

Pomare, C., Long, J. C., Churruca, K., Ellis, L. A., & Braithwaite, J. (2020). Interprofessional collaboration in hospitals: a critical, broad-based review of the literature. Journal of interprofessional care, 34(4), 509-519. https://doi.org/10.1080/13561820.2019.1702515