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Capella 4010 Assessment 1

Capella 4010 Assessment 1 Collaboration and Leadership Reflection

Student Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Hello everyone, my name is ———, and I am a nurse at Vila Health. Today, I will first share some reflections on the critical role of interprofessional collaboration in healthcare based on my own experiences. This will set the context for examining a recent EHR implementation at another Vila Health location. I aim to shed light on the challenges and lessons learned from this case and offer evidence-backed strategies for improving collaboration and leadership in such interdisciplinary projects. Let’s dive in.

Reflection on Interdisciplinary Collaboration Experience

In a previous role, I was part of an interdisciplinary team focused on reducing hospital readmissions. Our team comprised healthcare professionals, data analysts, and administrative staff. The goal was to identify patterns and root causes of readmissions and implement strategies to minimize them. The initial phases were successful because everyone was committed to the same end goal. Administrative staff facilitated meetings, data analysts produced valuable insights into readmission patterns, and healthcare providers used this data to optimize patient care plans. Early on, we observed a decrease in readmissions, signaling the effectiveness of our initial strategies.

As we moved forward, it became clear that not all departments were aligned. While the data analysts quickly provided numbers, they needed to fully understand the constraints and variables that healthcare providers must consider, such as patient compliance and social determinants of health. Similarly, administrators were focused on cost reduction without fully grasping the clinical implications of budget cuts. This resulted in some strategies that looked good on paper but needed to be more practical in the healthcare setting, leading to tension within the team. In retrospect, we could have benefited from a more robust initial assessment to understand each department’s limitations and capabilities. Communication lines should have been more open, with regular touchpoints to discuss challenges and adjustments needed.

The Role of Reflective Nursing Practice

Reflective nursing practice would have been invaluable in this scenario. According to Grubaugh & Bernard (2022), reflective practice in nursing provides a structured framework to examine and learn from events, enhancing the quality of care and interprofessional relations. If reflective practices had been in place, we would have been better equipped to communicate the challenges we faced effectively, providing data analysts and administrators with the valuable context they needed for more informed decision-making. Falcó‐Pegueroles et al. (2020) argue that reflective practice allows healthcare practitioners to grasp the complex dynamics in their professional settings, thereby enhancing future decision-making. In our case, applying reflective practice would have likely fostered a more cohesive and efficient interdisciplinary team united in achieving our mutual goal of reducing hospital readmissions.

Impact of Poor Collaboration on Resource Management

Human Resource Strain

In the Vila Health scenario, it became painfully clear that the lack of effective interprofessional collaboration significantly strained human resources, particularly among the nursing staff. The absence of coordinated efforts led to extended work hours, escalating stress levels, and plummeting morale. Taranu et al. (2022) expressly point out that poor collaboration can contribute to a heightened sense of job dissatisfaction, leading to increased burnout rates. This lack of cooperation and heightened stress likely exacerbated preexisting inefficiencies within the healthcare team at Vila Health.

Financial Resource Drain

In the Vila Health case, the EHR system’s implementation was marked by a lack of coherent planning and interprofessional teamwork, leading to financial inefficiencies. Charosaei et al. (2022) discuss how poor interprofessional collaboration often leads to redundant tasks, which unnecessarily utilize limited resources. In Vila Health, this manifested in a series of unplanned system modifications, causing delays in project completion and increased costs that could have otherwise been avoided.

Patient Care Compromised

The quality of patient care was not spared in this scenario. The diversion of nursing staff towards non-clinical tasks, such as troubleshooting the new EHR system seriously impacted the time they could dedicate to patients. Watson et al. (2020) have shown that poor team collaboration has a cascading effect on healthcare outcomes, often leading to reduced quality of care. In the Vila Health case, this was evident as overwhelmed nurses could not provide the level of attention and care that patients needed, potentially compromising health outcomes.

Best-Practice Leadership Strategies for Interdisciplinary Collaboration

Transformational Leadership for a More Cohesive Team

To improve the team’s overall effectiveness and collaboration, transformational leadership is a well-regarded strategy supported by Collins et al. (2020). This leadership style goes beyond simple management; it aims to inspire team members by setting a compelling vision and encouraging active participation in planning and execution. A transformational leadership approach could have mitigated some rollout challenges in Vila Health and the EHR system. If this strategy were applied, the team members would have been more actively involved in the planning stages, reducing stress, errors, and inefficiencies during the EHR system’s implementation.

Situational Leadership for Customized Team Management

Another promising strategy that could significantly improve the team’s effectiveness is Situational Leadership, as proposed by Balasubramanian & Fernandes (2022). This leadership model advocates for a tailored approach considering each team member’s unique abilities, experience levels, and needs. In the Vila Health scenario, a leader adopting situational leadership could have conducted a needs analysis for the departments involved—nursing, IT, and administration.

Such an approach would facilitate better allocation of tasks, and the leader could adapt their style to suit the specific needs and challenges facing each team, thereby potentially preventing many of the issues that arose during the EHR system implementation. By integrating these best-practice leadership strategies into our approach, we could substantially improve our interdisciplinary team’s ability to meet its goals, manage resources more efficiently, and, most importantly, deliver improved patient care.

Best-Practice Strategies for Effective Interprofessional Collaboration

Drawing from my own experience and the insights offered by Powers et al. (2022), the Team-Based Care model stands out as an essential strategy for enhancing interdisciplinary collaboration. This model strongly advocates for clearly defined roles, shared objectives, and open communication channels among team members. These elements were noticeably absent in the Vila Health scenario, leading to stress, misunderstandings, and inefficiencies. Had Team-Based Care been employed, role confusion could have been minimized, making it easier for staff from various disciplines to work cohesively and focus on common goals, such as successful EHR system implementation and quality patient care.

Another significant strategy worth considering is the Shared Mental Model proposed by Zang & Wang (2021). In an interdisciplinary setting like Vila Health, a Shared Mental Model would work to establish a common understanding and set of expectations among team members. The model encourages team members to internalize and share critical information, processes, and objectives, streamlining communication and coordination. Implementing this model could have likely prevented many misunderstandings and inefficiencies plaguing Vila Health’s EHR rollout, leading to better teamwork and, ultimately, better patient outcomes. 

Capella 4010 Assessment 1

Adding to the list of effective strategies, Witz et al. (2022) recommend Structured Interprofessional Rounds as a platform for continuous communication and collaborative problem-solving. These rounds create a routine space for professionals from various disciplines to convene, discuss ongoing issues, and plan the next steps. In the context of Vila Health, the absence of such structured rounds meant that vital information often got lost or misinterpreted, contributing to overall inefficiency and reduced quality of care. Implementing these rounds would provide a much-needed avenue for open dialogue and cooperative decision-making, improving the team’s efficacy.

By thoughtfully incorporating these interdisciplinary collaboration best practices into our work, we have a better chance of forming effective teams that meet project goals and contribute to delivering high-quality patient care.

Conclusion

In summary, we have explored the real-world implications of ineffective interprofessional collaboration, not just theoretically but also through the lens of a recent EHR implementation at Vila Health. Drawing from both my personal experiences and relevant academic literature, it’s clear that poor collaboration has far-reaching consequences on human resources, financial management, and, most critically, patient care.

However, the good news is that there are concrete, evidence-based leadership and collaboration strategies that can significantly improve these outcomes. By adopting transformational leadership, situational leadership, and best practices like team-based care, shared mental models, and structured interprofessional rounds, we can foster a work environment that meets project goals and elevates the quality of patient care we provide. Thank you for joining me today, and I hope this discussion serves as a stepping stone for further improvements in our healthcare settings.

References

Balasubramanian, S., & Fernandes, C. (2022). Confirmation of a crisis leadership model and its effectiveness: Lessons from the COVID-19 pandemic. Cogent Business & Management9(1). https://doi.org/10.1080/23311975.2021.2022824 

Collins, E., Owen, P., Digan, J., & Dunn, F. (2020). Applying transformational leadership in nursing practice. Nurs Stand35(5), 59-66.  https://doi.org/10.7748/ns.2019.e11408 

Charosaei, F., Rostami, S., Esmaeili, M., Molavynejad, S., & Vanaki, Z. (2022). Challenges in implementation of patient‐centred care in cardiac care unit: A qualitative study. Nursing Openhttps://doi.org/10.1002/nop2.1352 

Powers, K., Kulkarni, S., Romaine, A., Mange, D., Little, C., & Cheng, I. (2022). Interprofessional student hotspotting: Preparing future health professionals to deliver team-based care for complex patients. Journal of Professional Nursing38, 17–25. https://doi.org/10.1016/j.profnurs.2021.11.007 

Roebuck, N. (2023). Nurse leader application of the five practices of exemplary leadership. Thescholarship.ecu.eduhttps://thescholarship.ecu.edu/handle/10342/13018 

Taranu, S. M., Ilie, A. C., Turcu, A.-M., Stefaniu, R., Sandu, I. A., Pislaru, A. I., Alexa, I. D., Sandu, C. A., Rotaru, T.-S., & Alexa-Stratulat, T. (2022). Factors associated with burnout in healthcare professionals. International Journal of Environmental Research and Public Health19(22), 14701. https://doi.org/10.3390/ijerph192214701 

Watson, M. F., Bacigalupe, G., Daneshpour, M., Han, W., & Parra‐Cardona, R. (2020). COVID‐19 interconnectedness: Health inequity, the climate crisis, and collective trauma. Family Process59(3), 832–846. https://doi.org/10.1111/famp.12572 

Witz, I., Lucchese, S., Valenzano, T. J., Penney, T., Lodge, R., Topolovec-Vranic, J., & Bellicoso, D. (2022). Perceptions on implementation of a new standardized reporting tool to support structured morning rounds: Recommendations for interprofessional teams and healthcare leaders. Journal of Medical Imaging and Radiation Scienceshttps://doi.org/10.1016/j.jmir.2022.06.006 

Zhang, X., & Wang, X. (2021). Team learning in interdisciplinary research teams: Antecedents and consequences. Journal of Knowledge Management25(6), 1429-1455. https://doi.org/10.1108/jkm-07-2019-0372

Capella 4010 Assessment 1