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Interdisciplinary Team Paper

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Interdisciplinary Team Paper Janet Borngesser University of Alabama at Birmingham Interdisciplinary Leadership Role Development NUR 737 Dr. Martha Lavender July 15, 2015 Interdisciplinary Team Paper The neurocritical care intensive care unit (NICU) team has certainly undergone much change and transformation since the first neurocritical care physician and nurse practitioner (NP) took over the team and seven bed unit in 1999. Prior to this initial ‘team’ the NICU was managed by the neurosurgery attending and residents in between surgeries. The NICU team’s purpose was to improve and provide better care to the variety of complex neuro critical ill patient population at a 605 bed academic center in Metro Atlanta. Over the course of …show more content…

Continuous mandatory onsite consultant intensivists in the ICU: Impacts on patient outcomes. J Patient Saf, (00)00, 1-6. Ezziane, Z., Maruthappu, M., Gawn, L., Thompson, E.A., Athanasiou, T., & Warren, O.J. (2012). Building effective clinical teams in healthcare. Journal of Health Organization and Management, (26)4, 428-436. DOI 10.1108/14777261211251508 Kilpatrick, K., Lavoie-Tremblay, M., Ritchie, J.A., & Lamothe, L. (2014). Advanced practice nursing, healthcare teams, and perceptions of team effectiveness. Journal of Trauma 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. Porter-O’Grady, T. & Malloch, K. (2015). Quantum leadership: Building better partnerships for sustainable health (4th ed.). Burlington, MA: Jones & Bartlett. Rogers, D., Lingard, L., Boehler, M., Espin, S., Mellinger, J.D., Schindler, N., Klingensmith, M. (2013). Surgeons managing conflict in the operating room: Defining the educational need and identifying effective behaviors. The American Journal of Surgery, (205)2, 125-130. Wheeler, K. (2014). Effective handoff communication. OR Nurse, (8)1,

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Succeeding in value-based care; Building a sustainable clinically integrateed network. Retrieved from http://hsgadvisors.com Sayles, N. (2013). Health Information Management Technology (Fourth ed.). Chicago, IL: AHIMA. Suter, E., Oelke, N., & Adair, C. E. (2009).

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Each morning patients came in for assessment and the treatment team developed or altered existing treatment protocols. I longed to be part of this team, working to stabilize each patient so they could return home to pursue their goals. The nurses stood out to me as the team members at ground zero in the unit, working directly with patients, and advocating for them in meetings. As a Nurse Practitioner, I will provide this same standard of holistic care to my patients, taking into consideration their biological, social, psychological and cultural needs while developing and implementing treatment decisions.

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As the healthcare industry continues to evolve, so too has the role of leadership and decision making in care settings. Leaders in this field face increasingly complex and interrelated challenges that require thoughtful planning, effective communication, and sound judgment. This essay will explore the different types and styles of leadership and decision making in a care setting and how it can impact the quality of teamworking. Thera are 3 main types of leadership styles, autocratic, participative and delegative. Autocratic leadership style exerts high levels of control over staff.

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It is proposed effective team working is one way of achieving a balance between compassion and effective delivery. For example, a highly skilled consultant will be part of a team of nurses or more junior staff who can display empathy that might not be apparent in the consultant. West (2011) goes on to find supportive teams with clear roles, have lower levels of stress and when staff work in teams there are fewer errors, staff injuries and patient mortality. The Kings Fund (2017) finds leaders who encourage team working and are compassionate create levels of high staff engagement and the enablers for staff to be more compassionate towards each other.

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Topic Part 1: Is shared and distributed leadership the only way forward for leadership within the current health and care context? Part 1 Introduction- Statement about Leadership Yukl(2010) defined Leadership as the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. Winston and Patterson (2006) stated leadership aimed to identify the diversity of their followers in order to achieve goals and can provide some support, training and education to the followers to help them to improve their abilities within the organization’s goals and resources to ensure the goals can be reached.

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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

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