NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

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Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Greetings for today’s reflection video presentation on interprofessional collaboration and leadership experience of disaster and emergency readiness and response in a healthcare organization situated in a disaster-sensitive region. This presentation discusses the strengths and weaknesses of interprofessional collaboration in relation to resource management, leadership approaches, and coordination strategies to enhance services in future care scenarios.

Interdisciplinary Collaboration and Reflective Practice 

Background 

The interprofessional collaboration case study includes five personnel who discuss their opinions regarding the issues that may occur during disaster management. These team members include Dr.Niki Turner, an emergency physician, Izzy Rodriguez, a nurse supervising the patients in the emergency department, and Jake Horowitz, a lead paramedic offering first-line emergency treatment. The other two members of the team are Dr. Naomi Kim, a public health official, and Dr. Luis Torres, a hospital administrator. 

Successful Aspects 

In the scenario, several positive outcomes can be identified, especially regarding the commitment and dedication of all interdisciplinary professionals who offer care during crises. As found in the literature, emergencies lead to several issues for interprofessional team members. Positive interaction, co-workers’ support, and commitment to the goals lead to better performance and satisfaction with the job among the team members (Darke et al., 2024).

For example, despite the challenges posed by natural disasters, the team at this hospital effectively managed patient care through triage, treatment, and evacuation. Each professional, from paramedics to physicians and public health officials, played a crucial role in ensuring the safety and well-being of patients. This collaborative spirit shown by team members highlights the value of teamwork in managing emergencies. Their contributions and willingness to work together under stressful conditions demonstrate that strong communication and teamwork among healthcare professionals are key to delivering high-quality care in disaster settings (Bearman et al., 2023).

Unsuccessful Aspects 

However, several challenges and unsuccessful outcomes emerged. Out of many challenges expressed by the team members, lack of standardized protocols within the hospital, inadequate communication, and resource shortages (financial, human, and logistical) remain primary challenges that require adequate planning to prevent delays in emergency care and achieve desired outcomes. Standardized protocols and guidelines are crucial to ensure consistency and provision of quality care during emergencies to avoid discrepancies and response delays (Wang et al., 2023).

As highlighted by the emergency physician, confusion arose due to distinct evacuation lists in cardiology and emergency departments, leading to delayed emergency response. Secondly, real-time communication is essential for seamless information transfer, ensuring a coordinated and teamed care approach (Bearman et al., 2023).

In the scenario, communication lapses during the flood led to patients being misdirected, reflecting how inadequate information sharing can compromise care quality and patient safety in high-stress environments. Finally, resource scarcity, including supplies and staffing, can frequently limit emergency care, which has several negative impacts on patient outcomes. As mirrored in the case study, IV fluid shortages, staff overload, limited bed availability, and financial strains are challenges that must be addressed 

Use of Reflective Nursing Practice 

Reflections in nursing practices play a crucial role in understanding and evaluating past experiences to learn and improve future practices. This activity informs nurses about personal convictions, principles, and professional approaches (Patel & Metersky, 2021). For example, in this case, reflective practice can lead to better emergency protocol development by recognizing the need for more efficient communication channels. It also helps individual practitioners assess their role in team collaboration, encouraging continual professional development to enhance team cohesion and responsiveness in future crises (Patel & Metersky, 2021). Reflecting on past experiences allows for a deeper understanding of interdisciplinary dynamics. It provides the foundation for improved decision-making, ensuring that lessons learned contribute to more effective emergency preparedness strategies. 

Inefficient Resource Management 

Lack of efficient collaboration in human resources is usually caused by misunderstandings and unclear division of responsibilities. Failing to adhere to protocols and lack of real-time communication end up with uncoordinated patient management, which leaves the staff overworked and poorly deployed. It has also been observed in the studies that there is better outcome in terms of staff turnover and enhanced job satisfaction due to enhanced communication and teamwork. However, frequent changes and lack of standardization lead to unnecessary workloads that cause staff exhaustion, especially in high-stress settings (Wang et al., 2022). This eventually leads to the inability to optimally utilize human resources, ineffective care provision resulting in poor patient outcomes, and exhausted staff that can only worsen care.

At the same time, the lack of cooperation can lead to several shortcomings in the management of financial resources, as can be seen in the case study, such as the need to transfer funds during an emergency. Research also supports the need for communication and cooperation in enhancing the quality of services and preventing healthcare costs by reducing readmissions, preventing care delays, and unnecessary expenditures (Soko et al., 2021). However, this results in increased costs in the opposite situation. Hospitals face significant financial strain when priorities are misaligned, resulting in redundant spending, costly delays, and repairs to preventable infrastructure failures. Effective collaboration and planning are key to minimizing financial waste and ensuring that emergency funds are allocated efficiently (Shmueli et al., 2020), especially during resource-limited situations.  

Leadership Strategies 

Transformational leadership is an effective strategy for enhancing interdisciplinary collaboration in emergency and disaster situations. According to the literature, transformational leaders foster collaborative environments by encouraging innovation and working toward common goals (Karimi et al., 2023). In the case scenario, this approach will bring together different staff members in the team, hence increasing staff engagement and team cohesiveness. Implementation of this approach would work to improve both communication and team output throughout crises, ultimately resulting in providing superior patient care.

The second highly effective strategy is the transactional leadership style. This approach entails the development of performance expectations and the provision of feedback or incentives for good teamwork, at least within a day (Bwalya, 2023). In emergencies, a transactional leader can ensure that the members of the team work as expected to receive the rewards by following the laid down procedures. Thus, the team is prepared to provide prompt and coordinated reactions to various issues, which, in turn, positively impacts patients’ statuses and makes the total work of the healthcare system more efficient. Altogether, the above leadership strategies provide a harmonic commonality of cooperation between interdisciplinary teams in disaster circumstances. 

Collaboration Strategies

Strategies for promoting interdisciplinary collaboration to improve team functioning and communication are as follows: The use of common communication protocols, such as SBAR (Situation, Background, Assessment, Recommendation). These standardized tools foster clear and concise information sharing, minimizing misunderstandings and ensuring that all team members are aligned on the same platform (Fernández et al., 2022). This framework promotes transparency, fosters trust, and improves collaboration. It will allow team to work more efficiently by responding swiftly to patient needs and be more connective so that shared goals related to patient outcomes are adequately acheived.  Secondly, regular interprofessional meetings help to exchange different views and knowledge.

These meetings allow the team members to share their experiences, hence enhancing understanding of situations and fostering team work (Paxino et al., 2024). By fostering open dialogue, these meetings will enhance understanding of diverse perspectives, promote mutual respect, and strengthen team dynamics. It will help team to understand each others’ capabilities and weaknesses, ultimately leading to more effective collaboration to achieve desired outcomes. Finally, utilizing shared decision-making frameworks empowers all team members to contribute to patient care decisions. Involving all disciplines in the decision-making process ensures that diverse expertise is considered in patient care. This approach fosters inclusivity, encourages accountability, and strengthens teamwork, as every member feels valued. Ultimately, it helps in developing collaborative care plans and a unified approach to achieving patient-centered goals.

Conclusion

In conclusion, this reflective video presentation focuses on the need for interdisciplinary cooperation, especially in emergency and disaster situations. This is important in order to overcome problems such as lack of standard approach, communication breakdown, and ineffective use of resources. Leadership approaches such as transformational and transactional leadership will improve this cooperation by creating motivation and accountability, respectively. Furthermore, effective collaboration approaches have to be integrated to support coordination efforts and, therefore, the patient’s care.

References

Bearman, C., Hayes, P., & Thomason, M. (2023). Facilitating teamwork in emergency management: The team process checklist. International Journal of Disaster Risk Reduction, 94. https://doi.org/10.1016/j.ijdrr.2023.103775. 

Bwalya, A. R. (2023). Leadership styles. Journal of Entrepreneurship, Management and Innovation, 11(8), 181. http://dx.doi.org/10.6084/m9.figshare.23932113

Darke, I. D., Mensah, P. O., Antwi, F. A, & Swanzy-Krah, P. (2024). Co-worker support and affective commitment during a global crisis: Evidence from an emerging economy. Cogent Business & Management, 11(1), 2298225. https://doi.org/10.1080/23311975.2023.2298225

Fernández, M. C. M., Martín, S. C., Presa, C. L., Martínez, E. F., Gomes, L., & Sanchez, P. M. (2022). SBAR method for improving well-being in the internal medicine unit: Quasi-Experimental research. International Journal of Environmental Research and Public Health, 19(24), 16813. https://doi.org/10.3390/ijerph192416813

Karimi, S., Malek, F. A., Farani, A. Y., & Liobikienė, G. (2023). The role of transformational leadership in developing innovative work behaviors: The mediating role of employees’ psychological capital. Sustainability, 15(2), 1267. https://doi.org/10.3390/su15021267

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Patel, K., & Metersky, K. (2021). Reflective practice in nursing: A concept analysis. International Journal of Nursing Knowledge, 33(3), 180–187. https://doi.org/10.1111/2047-3095.12350

Paxino, J., Molloy, E., Denniston, C., Abdelmotaleb, R., & Woodward-Kron, R. (2024). The work performed through interprofessional meeting discourse: An observational study. Journal of Interprofessional Care, 38(4), 1–12. https://doi.org/10.1080/13561820.2024.2343833 

Shmueli, D. F., Ozawa, C. P., & Kaufman, S. (2020). Collaborative planning principles for disaster preparedness. International Journal of Disaster Risk Reduction, 52, 101981. https://doi.org/10.1016/j.ijdrr.2020.101981

Soko, T. N., Jere, D. L., & Wilson, L. L. (2021). Healthcare workers’ perceptions on collaborative capacity at a referral hospital in Malawi. Health SA Gesondheid, 26(0). https://doi.org/10.4102/hsag.v26i0.1561

Wang, W., Li, H., & Huang, M. (2023). A literature review on the impact of disasters on healthcare systems, the role of nursing in disaster management, and strategies for cancer care delivery in disaster-affected populations. Frontiers in Oncology, 13. https://doi.org/10.3389/fonc.2023.1178092

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection Video

Wang, W., Atingabili, S., Mensah, I. A., Jiang, H., Zhang, H., Omari-Sasu, A. Y., & Tackie, E. A. (2022). Teamwork quality and health workers burnout nexus: A new insight from canonical correlation analysis. Human Resources for Health, 20(1). https://doi.org/10.1186/s12960-022-00734-z