MY ROLE IN THE MULTI-PROFESSIONAL TEAM.
Healthcare is not simply about curing patients of illness and disease, but about integrating multiple aspects of care to bring about health in individuals and communities. This task explores the role of the multi-professional team in comprehensive healthcare at primary, secondary and tertiary levels. The roles of several multi-professional team members, including those of nurses, psychologists and my role as a future integrated health professional, are discussed with reference to competence. My thoughts and feelings around these roles are reflected, especially with regard to experiences from recent visits to several healthcare facilities.
Comprehensive care is a fundamental holistic aspect of healthcare
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Nurses are at the core of multi-professional teams as they collaborate with multiple other medical and non-medical role-players (Jones, 2006:20). While doctors generally head-up multi-disciplinary groups, it is often nurses, who have direct contact with both patients and other professionals, who are in a better position to manage healthcare teams (Kosinska & Niebroj, 2003:71; King, 2000:63). An example of effective nurse leadership was evident at my CHC visit, where the clinic manager is a nurse who collaborates with all team players. I particularly noted that she did not give orders, but mentioned how she called meetings with staff members, presented them with objectives and lead them to suggest solutions. She acknowledged that certain members, especially doctors, were not always happy with her leadership, but that she solved these challenges by suggesting compromises that best served the patients’ …show more content…
An IHP is a practitioner with the ability to observe and respond to subjective and objective aspects of his/her professional life, as well as those of other professionals through the use of the reflective, empathic and knowing dimensions (Olckers et al, 2007:2). The reflective dimension involves a professional considering his/her actions and reactions in response to personal and interpersonal experiences, while the empathic dimension develops skills in understanding and being sensitive to another person’s situation. The knowing dimension refers to life-long learning of theoretical and practical
Leadership has many definitions. Chin, Desormeaux, and Sawyer (2016) define leadership as a relationship between followers and a leader with the intent to promote change through a mutual vision. Therefore, leaders are active influences in the outcome of organizations, through their decision-making, strategies, and influence on followers (Dinh et al., 2014). Additionally, in the nursing context, it has been documented that a leader 's style plays a factor in patient outcomes (Fischer, 2016). Indeed, in an ever-changing, complex health care environment, nursing leadership has become a crucial factor in managing challenges and maintaining patient safety (Fischer, 2016).
CDFR 426 - Preparation Assignment #5 1. What percentage of nurses found it difficult to manage their parent education group? It was discovered in the survey that 45% of nurses found it difficult to manage their parent education group. 2.
Delegation Paper Breanna Lake Department of Nursing, Davenport University NURS433: Nurse Manager and Leader Professor Debbie Bosworth February 17, 2023 Delegation Paper Introduction For my leadership experience, I spent seven weeks on a medical-surgical unit in Hastings, Michigan. I worked alongside my nurse preceptor on night shift, and as the clinical experience unfolded, I learned numerous new skills and gained knowledge that will be extremely beneficial moving forward in my nursing career. I evaluated the hospital’s mission statement, the leadership and communication styles among team members, and I evaluated how my skills and leadership style evolved over the course of the clinical rotation. General Information
When newly licenced practitioners leave their educational institutions, they may have had interprofessional education supporting them to work with other healthcare providers’ post-licensure (Gilbert, 2005; Mann, 2008; Martínez-Fernández et al., 2011). Some healthcare organizations are just beginning to explore interprofessional collaborative teams and therefore, new graduates may not have worked in IP teams initially (Kozlowski & Bell, 2003; Gordon, 2011). This is supported in some studies that have pointed to the challenge between team members regarding such issues as communication, role clarification and overall trust (Hall, 2005, Sergeant, 2008, Suter, 2009; Campbell, 2014). Therefore, the gap that has been identified in the literature is the lack of available measurement tools or approaches to measure or assess the readiness of post-license practitioners to participate in IP collaborative healthcare teams (Kenaszchuk, 2012).
(2008). I would like to challenges Chief Nurse Executives (CNEs) to lead the journey and highlights how patients, their families, and health care organizations would benefit immeasurably if CNEs stepped forward and accepted this leadership role, then and only then can the best practice changes begin to improve what we as nurses already know. The processes of leading are intended to enable more people to develop into leaders and more people to share the roles of leading, to enhance the quality and safety of patient care (Stone P. Hughes R, Dailey M.
Nursing, (21)6, 291-299. DOI: 10.1097/JTN.0000000000000090 Lencioni, P. (2002). The five dysfunctions of teams: A leadership fable. San Francisco: Jossey-Bass.
Nurse’s role has a unique contribution in the interprofessional team. The interprofessional team are group of individuals in a various healthcare disciplines communicating and working together towards common goals to provide quality, individualized care for patients. Each team members from different profession and occupation collaborates, supports, enhances, and provides knowledge, skills, and attitudes to coordinate processes and interventions. Nurse’s offers specialized service to society to meet the health care needs of their clients.
It includes describing the incident, your thoughts and feelings at that time, evaluation about the incident, analysis of the situation, what else could you have done, and the action plan that if happen again, what will you do? Reflective practice enables healthcare professionals not to be stagnating and do strategic planning. It is part of their continuous professional development and an assurance of high standards of care quality provided. Reflective practice bridges gap between theory and practice (Brightside,
Transformational leaders, who empower nurses to advocate, understand that communication and professional collaboration are the core ingredients to foster safe nursing care and to collectively advocate for improved health care policies. Of interest, due to communication and collaborative efforts among state hospital associations and the ANA along with the state nurses associations, seven states have enacted safe staffing legislation using the Registered Nurses Safe Staffing Act’s committee approach (ANA, n.d.). Conclusion The essence of an effective nurse leader lies in the ability to inspire and motivate others to action, which begins with communication and professional collaboration skills.
It is defined as the integrated care, team approach, and communication between health care members in the effort to provide a functional work environment (Clarke, & Hassmiller, 2013). To summarize, professions across a health care organization should come together to improve the work environment to achieve the same goals to ensure that as a team, outcomes are being met. The Institute of Medicine (2010) believes this is an area that needs vast improvement, and due to fact that interprofessional leadership is not implemented as the standard throughout the hospitals nationwide. The Institute also believes that collaboration is a key strategy for improving problem solving (2010). “Quality care is best provided in a healthy, functional work environment” (Finkelman, et al, p477, 2013). With that being said, interprofessional leadership should be implemented more across the nation in an effort to provide a healthy, functional work environment.
This is an important concept that is practiced by nurses on a daily basis, especially in a community setting. Interprofessional
As a consequence of the boost in communication, significantly less misdiagnoses are experienced. Thus, both the patient and medical facility benefit from the reduction in unnecessary readmissions. This undoubtedly places value on the importance of giving the correct initial treatment to patients through the act of successful interprofessional care.(7) Interprofessional education undeniably develops communication skills throughout the healthcare system.
Transactional Leadership Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).
This essay is going to explain the philosophy of working in partnership and evaluate partnership relationships within health and social care services. It will also analyse models of partnership working across the health and social care sector as well as review current legislations and organisation practices and policies. Likewise, I will explain how differences in working practices and policies affect collaborative working; evaluate possible outcomes or partnership working for service users. Class notes 2014. 1.
They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or