NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection NB

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection NB

Collaboration and Leadership Reflection

Hello Professor and Peers, my name is Nijawa, and I am here to present a Collaboration and Leadership Reflection Video. In this video I will explain some points related to this topic which includes:

  • Reflect on an interdisciplinary collaboration experience, noting ways in which it was successful and unsuccessful in achieving desired outcomes.
  • Identify ways poor collaboration can result in inefficient management of human and financial resources, supported by evidence from the literature.
  • Identify best-practice leadership strategies from the literature that would improve an interdisciplinary team’s ability to achieve its goals.
  • Identify best-practice interdisciplinary collaboration strategies to help a team to achieve its goals and work together more effectively.
  • A simplified gap-analysis approach to assess the Villa health situation 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection NB

When health professionals work as a team with the care recipient to organize, implement, and evaluate treatment and resources, this is referred to as collaborative leadership. Each team member accepts responsibility for their part in the process of achieving excellent health outcomes. Collaborative leadership has the potential to transform hospitals and healthcare organizations, therefore enhancing the system now and in the future—to the benefit of patients, families, and caregivers (Nursing and Clinical Excellence Solutions | Press Ganey, n.d.). It is a management approach in which members of a leadership team collaborate across sectors to make choices and ensure the success of their firm. Embracing cooperation at this high level also shows workers that they, too, should approach their job in a similar, collaborative manner. Interdisciplinary cooperation is described as a complicated phenomenon that occurs when two or more persons from different professional backgrounds work together to achieve common goals. The scenario I’ll relate is about an interdisciplinary cooperation that took place within my hospital’s periodic EHR downtime scheduling. 

As a Nursing advocate, I am always awarded this responsibility to assist Healthcare Informatics Analyst and other parties involved in the process due to my extensive expertise with these sorts of activities. The electronic medical record will be referred to as an EMR or EHR (Electronic Health Record).

First let me provide some background

Interdisciplinary care communication, also known as interdisciplinary collaboration, is critical in providing complete, secure, and efficient patient care. Stressful situations like large patient workloads, rising expectations on nurses and some other frontline healthcare workers, and entire system financial difficulties can all contribute to a broad range of misunderstandings and confrontations among healthcare personnel in today’s health sector.

It is my job to serve as a link between the patients and hospital practitioner for day-to-day work as well as managing the EMR of patients. The IT team and the practitioners have asked me to identify a suitable time for the EMR to be taken offline in order to perform mandatory software and hardware updates. The EMR is used to enter orders, allocate medications, document patient care activities, generate lab and other diagnostic results, perform allergy and drug-drug interaction checking, monitor for fall, infection, and sepsis risks. We nurses from various departments cooperated with healthcare informatics specialists to determine the best moment to turn off the EMR. They informed us that if these duties were not completed, the security of the EMR would be endangered and the database would be damaged, resulting in the inability to use the EMR or access any patient information.

We were tasked with assisting the IT team in determining a date and time for the down time, developing the down time plan, identifying resources to provide guidance prior to, all through, and after the system downtime, providing down-time associated instruction, and conducting post-down time interviews to identify opportunities for improvement.

I’ll now go through the Plan-Do-Study-Act process step by step. That’s what I’ll call the PDSA. 

Let’s start with Plan

Using PDSA as a basis (Christoff, 2018), I met with the physicians, laboratory, radiologist, healthcare Informaticist, emergency care, and IT professionals, as well as Health and IT management, to plan the downtime. As predicted, no single day or time was ideal, but given the event’s protracted significance, authorities decided that the EMR downtime would take place on Wednesday from 3:00 a.m.to 7:00 a.m.

This selection was made for the following reasons:

  • Allow billing transactions to be completed at the end of the day.
  • Give the laboratory team permission to continue their morning rounds on scheduled time
  • A historically low frequency of hospital visits at the time.

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection NB

Now I’ll look at the ‘Do’ phase of the PDSA

At 3:00 a.m. on Wednesday the strategy was put into action by the IT crew, who “shut the EMR down.” During this period, nurses and practitioners relied on manual requests, documentation, and monitoring of patient care actions.

Now let’s explore the Study phase

The organization’s stakeholders convened at 8:00 a.m. on Tuesday to examine (“or analyze”) the down-time activities. This best practice was exhibited when all participants highlighted what did well during the downtime, noted areas for growth, and evaluated and commented on knowledge gained.

Last, but not least, let’s explore the Act phase

The stakeholders identified the following as lessons learned:

  • The hours of 3:00 a.m. to 7:00 a.m. on Wednesday were ideal for taking the EMR down.
  • Hospital staff was inefficient in manually processing the documentation records, which caused several clients’ operations to be delayed. 
  • Downtime protocols should be checked with all nursing staff, since numerous units were unsure what to do to get off paperwork during the EMR down.
  • Additional phlebotomists’ personnel are required to assist in first round lab collections in addition to reducing lab results service disruption. 
  • The PACs manager must be present on-site to help radiologists with shutdown operations.
  • The healthcare information team must go around every hour to assist workers before, throughout, and after downtime.
  • Presenting an understanding of the significance of the down time was vital to the effectiveness of the whole process.
  • Except for a few small inconveniences, there was no delay in receiving vital test results or medication mistakes throughout the downtime.

Future downtime occasions will be announced at least 3 weeks ahead of schedule, and all partners will gather four days before the occasion to evaluate the downtime strategy.

When you think about it, the PDSA process is a method of guiding a multidisciplinary team through effective transformation. According to the AHRQ, “high reliability businesses perform in complicated, high-hazard areas for long periods of time without major disasters or freak occurrences.  Because of the complexities of activities and the likelihood of substantial, even possibly cataclysmic, repercussions whenever errors happen in healthcare coverage, the idea of high dependability is appealing” (AHRQ, 2019, para 1). Before hospitals and health care organizations can begin to mature as highly dependable organizations, the Joint Commission recommends that they seek to build a firm foundation. More study and a concentration on human resource management in healthcare are required to design new policies. Effective human resource management methods are critical to improving health-care outcomes and access across the world.

So, in retrospect, I am relieved to report that I overcame this ordeal. Alone without departmental heads’ involvement and interaction, as well as the patients’ collaboration and participation, the EMR downtime might have been a disorderly occurrence, presenting chances for prescription and diagnosing mistakes that may have resulted in patient damage.

References 

Nursing and Clinical Excellence Solutions | Press Ganey. (n.d.). Www.Pressganey.Com. Retrieved November 9, 2021, from https://www.pressganey.com/products/clinical-excellence

Chen, L., Huang, L. H., Xing, M. Y., Feng, Z. X., Shao, L. W., Zhang, M. Y., & Shao, R. Y. (2017). Using the D elhi method to develop nursing‐sensitive quality indicators for the NICU. Journal of clinical nursing26(3-4), 502-513.

Strelkov, Y. A. L. (2021). Culture of Interdisciplinary Collaboration in Nursing Research Training. Nursing Research.

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection NB

Smith, S., Elias, B. L., & Bernold, M. (2019). The role of interdisciplinary faculty in nursing education: a national survey. Journal of Professional Nursing35(5), 393-397.

Christoff, P. (2018). Running PDSA cycles. Current problems in pediatric and adolescent health care48(8), 198-201.

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