NURS 4010 Collaboration and Leadership Reflection Video

NURS 4010 Collaboration and Leadership Reflection Video

NURS 4010 Collaboration and Leadership Reflection Video Example Approach Provided

For this assessment you will create a 5-10 minute video reflection on an experience in which you collaborated interprofessionally, as well as a brief discussion of an interprofessional collaboration scenario and how it could have been better approached.

Interprofessional collaboration is a critical aspect of a nurse’s work. Through interprofessional collaboration, practitioners and patients share information and consider each other’s perspectives to better understand and address the many factors that contribute to health and well-being (Sullivan et al., 2015). Essentially, by collaborating, health care practitioners and patients can have better health outcomes. Nurses, who are often at the frontlines of interacting with various groups and records, are full partners in this approach to health care.

Reflection is a key part of building interprofessional competence, as it allows you to look critically at experiences and actions through specific lenses. From the standpoint of interprofessional collaboration, reflection can help you consider potential reasons for and causes of people’s actions and behaviors (Saunders et al., 2016). It also can provide opportunities to examine the roles team members adopted in a given situation as well as how the team could have worked more effectively.

As you begin to prepare this assessment you are encouraged to complete the What is Reflective Practice? activity. The activity consists of five questions that will allow you the opportunity to practice self-reflection. The information gained from completing this formative will help with your success on the Collaboration and Leadership Reflection Video assessment. Completing formatives is also a way to demonstrate course engagement

Note: The Example Kaltura Reflection demonstrates how to cite sources appropriately in an oral presentation/video. The Example Kaltura Reflection video is not a reflection on the Vila Health activity. Your reflection assessment will focus on both your professional experience and the Vila Health activity as described in the scenario.

References

Saunders, R., Singer, R., Dugmore, H., Seaman, K., & Lake, F. (2016). Nursing students\’ reflections on an interprofessional placement in ambulatory care. Reflective Practice, 17(4), 393–402.

Sullivan, M., Kiovsky, R., Mason, D., Hill, C., Duke, C. (2015). Interprofessional collaboration and education. American Journal of Nursing, 115(3), 47–54.

Demonstration of Proficiency

Competency 1: Explain strategies for managing human and financial resources to promote organizational health.

Identify how poor collaboration can result in inefficient management of human and financial resources supported by evidence from the literature.

Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.

Reflect on an interdisciplinary collaboration experience noting ways in which it was successful and unsuccessful in achieving desired outcomes.

Identify best-practice interdisciplinary collaboration strategies to help a team to achieve its goals and work more effectively together.

Competency 4: Explain how change management theories and leadership strategies can enable interdisciplinary teams to achieve specific organizational goals.

Identify best-practice leadership strategies from the literature, which would improve an interdisciplinary team’s ability to achieve its goals.

Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.

Communicate via video with clear sound and light.

The full reference list is from relevant and evidence-based (published within 5 years) sources, exhibiting nearly flawless adherence to APA format.

Professional Context

This assessment will help you to become a reflective practitioner. By considering your own successes and shortcomings in interprofessional collaboration, you will increase awareness of your problem-solving abilities. You will create a video of your reflections, including a discussion of best practices of interprofessional collaboration and leadership strategies, cited in the literature.

Scenario

As part of an initiative to build effective collaboration at your Vila Health site, where you are a nurse, you have been asked to reflect on a project or experience in which you collaborated interprofessionally and examine what happened during the collaboration, identifying positive aspects and areas for improvement.

You have also been asked to review a series of events that took place at another Vila Health location and research interprofessional collaboration best practices and use the lessons learned from your experiences to make recommendations for improving interprofessional collaboration among their team. Your task is to create a 5-10 minute video reflection with suggestions for the Vila Health team that can be shared with leadership as well as Vila Health colleagues at your site. Note: If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact DisabilityServices@Capella.edu to request accommodations. If, for some reason, you are unable to record a video, please contact your faculty member as soon as possible to explore options for completing the assessment.

NURS 4010 Collaboration and Leadership Reflection Video Instructions

Using Kaltura, record a 5-10 minute video reflection on an interprofessional collaboration experience from your personal practice, proposing suggestions on how to improve the collaboration presented in the Vila Health: Collaboration for Change activity.

Be sure that your assessment addresses the following criteria. Please study the scoring guide carefully so you will know what is needed for a distinguished score:

Reflect on an interdisciplinary collaboration experience, noting ways in which it was successful and unsuccessful in achieving desired outcomes.

Identify how poor collaboration can result in inefficient management of human and financial resources, citing supporting evidence from the literature.

Identify best-practice leadership strategies from the literature that would improve an interdisciplinary team’s ability to achieve its goals, citing at least one author from the literature.

Identify best-practice interdisciplinary collaboration strategies to help a team achieve its goals and work together, citing the work of at least one author.

Communicate in a professional manner, is easily audible, and uses proper grammar. Format reference list in current APA style.

You will need to relate an experience that you have had collaborating on a project. This could be at your current or former place of practice, or another relevant project that will enable you to address the requirements. In addition to describing your experience, you should explain aspects of the collaboration that helped the team make progress toward relevant goals or outcomes, as well as aspects of the collaboration that could have been improved.

A simplified gap-analysis approach may be useful:

What happened?
What went well?
What did not go well?
What should have happened?
After your personal reflection, examine the scenario in the Vila Health activity and discuss the ways in which the interdisciplinary team did not collaborate effectively and the negative implications for the human and financial resources of the interdisciplinary team and the organization as a whole.

Building on this investigation, identify at least one leadership best practice or strategy that you believe would improve the team’s ability to achieve their goals. Be sure to identify the strategy and its source or author and provide a brief rationale for your choice of strategy.

Additionally, identify at least one interdisciplinary collaboration best practice or strategy to help the team achieve its goals and work more effectively together. Again, identify the strategy, its source, and reasons why you think it will be effective.

You are encouraged to integrate lessons learned from your self-reflection to support and enrich your discussion of the Vila Health activity.

You are required to submit an APA-formatted reference list for any sources that you cited specifically in your video or used to inform your presentation. The Example Kaltura Reflection will show you how to cite scholarly sources in the context of an oral presentation.

Refer to the Campus tutorial Using Kaltura [PDF] as needed to record and upload your reflection.

Additional Requirements

 

References: Cite at least 3 professional or scholarly sources of evidence to support the assertions you make in your video. Include additional properly cited references as necessary to support your statements.
APA Reference Page: Submit a correctly formatted APA reference page that shows all the sources you used to create and deliver your video.
You may wish to refer to the Campus APA Module for more information on applying APA style.
Portfolio Prompt: Remember to save the final assessment to your ePortfolio so that you may refer to it as you complete the final Capstone course.

 

Villa Health Collaboration for Change

INTRODUCTION

Collaboration for Change

The only constant in the world of health care is change. When changes happen at health care facilities, the process can go roughly or smoothly, depending on how well the collaboration among staff is with the process.

 

Last year at Clarion Court Skilled Nursing Facility, which is in Shakopee, MN, and part of the Vila Health network, the implementation of Healthix, a new electronic health record (EHR) system, was very bumpy for all involved, leading to serious risks to patient safety.

 

Vila Health’s central QA office has asked you to travel to Clarion Court and talk to several staffers on both the management and patient care sides to get some perspectives on what went wrong (or right!) and what lessons can be learned for the future.

 

First, talk to management.

 

Management staff: Stephen Silva, Elise Wang, Chad Cook.

Care Staff (nurses): Shonda McCrae, Lisa Cotrone, Nora Church.

 

Stephen Silva

Administrator, Clarion Court

1. I understand why you’re here, and I don’t want to be uncooperative. But I want you to keep something in mind as you talk to everyone here: this situation happened because of problems upstream in the Vila Health network. If we were allowed more autonomy at the facility level, this wouldn’t have gone so roughly.

What do I mean? Well, the pressure from Vila Health Corporate to keep costs low and run a steady profit is intense. And I mean, I understand that this is a business. Of course! But we need to balance short-term thinking with long-term perspective. Anyway. Just day to day, it was getting clear that our old record system was being held together with duct tape and bailing wire, and we needed to upgrade. But rather than let us run our own search for the right system for our situation, we get a mandate from Corporate that if we were going to upgrade, we would need to buy Healthix, because Vila Health has an ongoing relationship with them and we’d get a deal.

And: I mean, I like a deal! I need to keep costs down, so that’s great. But it’s not great to wind up with the wrong tool just because we got a deal. Healthix’s designed for hospitals and we’re a skilled nursing facility. And those are related things, but they’re not exactly the same thing. If you need to screw something together, you don’t go and buy a hammer just because they’re cheaper. But nobody at corporate would listen to me when I tried to make that point.

After running roughshod on us there, corporate stomped down on us again by insisting we use an “implementation coach” that they had an existing relationship with. So we get some guy flying in from Baltimore who doesn’t know us, our staff, our needs, or anything other than how to make Healthix work in the big hospitals he usually works at. I think that was 90% of our trouble right there, this guy from the outside coming in and just refusing to listen to everybody here when we told him over and over that this or that detail just wasn’t quite right for us. People talk about staff buy-in as an important thing, and ours pretty much evaporated after the second day of that clown stomping around in here ignoring everyone’s suggestions.

I’m sure you’ll hear more about this, but that’s the main thing. Excuse me, I’ve got to go on to a meeting. But remember: sometimes things go smoother if you let the people on the ground make their own decisions

 

Elise Wang

Director of Operations

I guess I’m glad someone’s asking about the EHR implementation. God, that was a nightmare. I think that ended up chewing up an entire year of my life, with different phases of ramp-up, and then implementation, and then, I don’t know, fallout. There were long stretches where I’d just wake up in the morning and have to force myself to get out of bed because I didn’t want to go in and deal with the day’s mess.

I know Stephen’s upset with a bunch of the process stuff, how we ended up using Healthix instead of a system more suited for our facility, and so on. And he’s got a big point! But to be honest, I think the trouble was a lot more localized. We were always going to pick *some* system, and every system has its quirks.

I think the whole thing was a massive, massive failure of change management. A place like this only works when there’s teamwork and collaboration. And that stuff doesn’t just happen, you have to make it work. And I was trying to lay the groundwork- I know the staff here, I know who responds to what, and I was trying to get things rolling with the kind of slow, collaborative process that we value here.

But we had this abrupt, crash timeline with the corporate implementation coach coming, I think his name was Josh, and he just keeps bulldozing ahead and ignoring what people said to him, and that’s just a recipe for disaster. He irritated our IT guys when they had some concerns, and then they stopped cooperating. You know, absolute do-the-bare-minimum-required-and-nothing-further type thing, just short of a strike. And if I could kind of understand that on the human level, WOW was that unhelpful and disruptive. And pretty childish. It took Stephen calling them into his office and chewing them out for them to participate even grudgingly.

But I don’t know. I could have told him that if our IT people felt shut out of a thing they’d eventually be responsible for, they’d react badly. I *did* tell him that. But he didn’t listen.

We had kind of the same sort of situation with the nurses, too. But less childish in their case. They felt like the training process was leaving them unprepared and left behind, and they had to start making choices about using Healthix the right way or just taking care of patients. And they chose patients, of course, but that wasn’t good in the long run. I’m sure you’ll hear more about that from them when you start talking to them.

Chad Cook

IT Manager

Hey, there. I’m happy to talk to anybody and everybody about that stinking EHR. I came so close to quitting so many times with that thing.

I gotta tell you, running IT in this place isn’t a picnic in the best of times. I like my coworkers and respect the other managers, but since this is a skilled nursing facility everyone acts like IT is an afterthought. And I kind of get that- for a long time, it was! But c’mon, we’re a couple of decades into the 21st century now, and technology is core to everything! It’s like trying to have a car without brakes or something.

So we’re underfunded and understaffed and overstretched to begin with. That means it takes most of our capacity to keep things running, not leaving us a ton of bandwidth for planning and for special projects. Which sucks, and is no way to run a railroad, but when I try to tell Stephen that he just sighs and says the budget is what it is. So you shrug and move on and wait for the whole thing to blow up.

My gut tightened up when Stephen decreed that we were doing a new EHR, then. I could see the need, for sure. But I could also see that we didn’t have the staff to really do it right, and probably weren’t going to take the time to even try. It was just rush rush rush, boom, here’s this new system that’s getting rammed down our throats by corporate, sprinting the whole way. And then this joker from corporate swoops in to tell us what to do and how to do it, never taking a moment to listen to me or my guys if we had something to say. By the sixth round of that, yeah, we got pretty irritated, and yeah, I might have taken my guys aside and told them it’d be fine by me if they did what was specifically asked of them and not a thing more. I mean, Corporate Josh is going to ignore our knowledge from making this place work? Fine, we’ll keep that knowledge to ourselves.

But you know what? Corporate Josh got to fly back to Baltimore and I had to sit here with my team and help the medical staff fight their way through the worst user interface I’ve ever seen. Had to be calm and patient when they got mad at the clunkiness and took it out on us because we were the only ones handy, even though we didn’t have any say in picking the stupid thing. Or then be the guy having Stephen yell at me that patient care is sliding because the care staff are having so much trouble with Healthix that they’re falling behind and crucial stuff isn’t getting entered and people’s medication schedules got blown. That was fun! I still get to be the guy who has to sweat through patch installations every two weeks and then go around apologizing for the bugs that pop up every. Single. Time.

I guess we’ve gotten through the worst of it, and nobody died because of it, but wow was that bad. And it would have been a whole lot easier if I could have at least felt like I was defending my own decision instead of something forced on me.

—————————————————————————————————————————————————————————————————————————————————————————————————————-

Shonda McCrae

RN

Ohhhhhhh, Healthix. I hate Healthix.

I got into this line of work because I wanted to help people, not because I wanted to fight with computers. I can barely work my phone! I mean, I don’t think I’m a dumb person by any means, but we’ve all got our strengths and being good with computers isn’t one of mine.

But OK, I know it’s a tool of the trade these days. I understand that. I liked the paper chart system, but I knew that we were way, way behind the times with it, and I was excited when Administrator Silva said we were getting with the times.

But it just hit us like a tidal wave! No time to talk about what we needed, no time to figure out what was best for us! Just this burst of workers showing up to install computers in all the rooms—and boy did that cause a mess, playing some kind of shell game with our patients from room to room—and then a couple hours of really half-assed training and then here we go, on our own. That “coach” they brought in, Josh Whatshisname, I tried to tell him that it takes me a while to learn how to do things on computers. He just kept pushing me away and telling me that the IT folks here would always be able to help me. As if. Those guys sit around and watch YouTube videos all day and won’t get off their butts unless Administrator Silva is on the phone personally telling them to go help out.

I remember the first week we were using Healthix, I kept having all kinds of trouble just logging in to the system to enter vital signs. You know, something that just takes a second with a paper chart. And should just take a second with a computerized system! But you try to log in and just get this error message saying “invalid security domain” or something like that. You re-enter your stuff, over and over, just getting more and more panicked and falling behind on your rounds! Then you get one of the IT guys to leave their YouTube to come and help you and they just shrug and have you try again for the tenth time, and then they tell you that it’s a known problem that Healthix has “trouble with authentication” sometimes. A known problem! Well that’s sure helpful!

I ended up just writing vitals down on paper again and then trying to catch up and reenter it all later in the shift when there was quiet time and I could try logging in again. But that didn’t work so well, because sometimes there’s not a quiet time, and sometimes you lose the sheets of paper, and it’s just a mess. And that’s not counting the times you couldn’t see some important note about a patient that’d been left in Healthix because you couldn’t log in! We’re lucky we got through that.

Lisa Cotrone

LPN

I am so tired of talking about Healthix. I go home and complain about it to my husband every night. He’s sick of hearing about it. I’m sick of talking about it. But I hate it so much I can’t stop.

I’m a real practical person. If there’s something I need to get done, I want to get it done by the straightest route possible. I don’t want to have to monkey around with logins and go to this screen and then that screen and go through this pull-down list and try to remember what all the new abbreviations mean that are just a little bit different from the old abbreviations.

I’m not dumb. I can see why people want to use a system like Healthix. But holy cats did we do a bad job of setting it up here. After you log in, you have to click through three pages to get to the page we nurses need the most often to enter vitals and check for status notes. Why can’t we just make it so that that page is the first thing that comes up? I don’t know if that’s possible or not, because every time I suggest it, the IT guys just get huffy.

I just don’t like being told that all of this is the way it is, this or the highway. Take the time to explain it to me and I’ll be a lot more on board. Especially if you sit and listen to what I have to say. You might not even agree, just make me feel like I’m part of the process, not some little kid just being told what’s what.

Also: you better not tell her I said this, but I got really sick of Shonda’s cutesy oh-I-can’t-help-myself routine as we were trying to make it work. Sure, we were all frustrated, and sure that system was a stubborn mess. But suck it up and figure it out! Don’t just get all woe-is-me. I got so tired of getting yanked off of my own rounds so that I could come to her rescue. Especially when she knew that I wouldn’t be able to help her! It was tough not to feel like she just needed an audience for her little show.

I guess it’s better now, but there are still a lot of little pockets of hurt feelings here and there. Of course, there always are.

 

Nora Church

RN

Wow do I hate Healthix, and I especially hate the way we brought it in here. I was really excited when it was announced that we were installing it. It sounded great, and the list of stuff it was supposed to help us with sounded so awesome. But then once it got installed, the reality didn’t match the sales job at all! We got told this story about how our lives were going to be so easy, just entering information and having easy access to whatever we needed to see.

But then we just get thrown to the wolves, barely any training. A lot of our patients have been in the system for a while, and their info is all garbled and messed up in there. And that’s if you can get to it! Once it lets you log in—which might take a while, depending on what kind of mood the system’s in—you open the system and see 20 tabs you have to pick through, and maybe three of them are actually useful to you. And then as you’re poking through, every now and then the whole thing freezes up and just gives you a spinning circle for half a minute. When you’re in with a patient, you always want to be paying attention to them! But since we’ve installed Healthix, you’re always distracted by fighting with the computer.

Am I mad that management and IT here just left us hanging to figure it out on our own? You bet I am, but I’m not surprised. I’m used to that. Here’s the thing that really burns my butt: some of the nurses on staff who won’t help anyone else out. I hate to name names, but take Lisa Cotrone. She got her head above water faster than anyone else with this thing. It was still clunky for her, but she could get by. But you ask her for help and she gets all snippy at you really fast. “I figured it out, why can’t you?” is her whole approach to the world. That’s not helpful, and it doesn’t really leave me full of warm feelings for the long term.

I bet you heard this a lot, but I’m one more person who spent a couple of weeks carrying a little notebook with me on rounds, writing stuff down to enter later. I know a couple of patients missed meds because of that. It was a disgrace, and we’re lucky it wasn’t a full-on disaster to get us in the newspapers.

Conclusion

After talking to the staff at Clarion Court, take a second to think about what you’ve learned.

Please answer the following questions based on your observations.

• What are some of the ways in which staff collaboration failed in the implementation of the EHR?
• What could have been done differently on the management side to facilitate better collaboration?
• How about on the care staff side?

NURS4010: Leading People, Processes, and Organizations in Interprofessional Practice Example

Hello everyone and welcome to my Collaboration and Leadership Reflection Video for NURS4010: Leading People, Processes, and Organizations in Interprofessional Practice. My name is …

Interdisciplinary and interprofessional collaboration are among the essentials of patient care continuity. In this video, I would like to reflect on an incident where I applied my interprofessional collaborative leadership skills to overcome a situation that would have jeopardized patient care and safety. I work as a night shift nurse, sometimes calling doctors when a patient’s condition deteriorates or changes rapidly.

So, one night I had a patient whose temperature spiked suddenly and I had to inform the doctor on call that day to intervene. During this time, I had to apply my interprofessional skills for interdisciplinary communication while maintaining the condition of the patient. I used the Plan-Do-Study-Act (PDSA) model to ensure effective and collaborative planning and execution. In my pan, I called the doctor as I provided the necessary nursing care.

I reported the patient’s condition through the SBAR (Situation, Background, Assessment, Recommendation) technique in the “Do” phase to the doctor on call and informed him most officially and succinctly. However, this cycle was not successful in the study phase. During the call, I could not hear clearly what the doctor was saying from the other end.

When I asked him to pardon me, he got mad and the communication cycle broke down without feedback from him. From this incident, I decided to move to the last stage of my PDSA plan by identifying gaps and panning for communication change – the ‘act’ phase. I decided to contact another resident doctor on the phone for an emergency prescription while waiting to inform the doctor on call.

This incident showed the success and failures of this interprofessional collaboration. Communication breakdown and poor connectivity would have delayed patient care. The patient in question was a known epileptic who was well-controlled, but the febrile illness would trigger his convulsive episodes. Complications that would have occurred in the course of care can remind us of the initial cause – unsuccessful interprofessional and interdisciplinary collaboration.

The patient’s safety would also be at risk because his fever would have threatened his life in the hospital without prompt intervention. Therefore, unsuccessful communication leading to poor collaboration would have led to inefficient management of human and financial resources (Buljac-Samardzic et al., 2020) in this case by causing unnecessary expenditure and involvement of human resources for complications management.

The teamwork and collaboration between nurses and doctors require the best collaborative and transformative leadership for the best care outcomes. Communication is the backbone of collaborative leadership (Morrison-Smith & Ruiz, 2020). Open and unified communication in the organization would enable team participation and awareness (Markle-Reid et al., 2017).

In this case, a unified communication would involve a centralized communication with a unified message alerting the doctor to attend to this patient urgently (Buljac-Samardzic et al., 2020). Thus, the message would have been shared with a central leader who would disseminate it appropriately to other available doctors attending in his place and the team would be aware of the patient’s situation. In so doing, every team member takes responsibility for the outcomes of the organizational processes.

Centralizing communication is a leadership strategy that ensures commands and sharing of communication are centralized (Morrison-Smith & Ruiz, 2020). Therefore, members contribute towards a centralized goal, thus making synergistic efforts in the process (Morley & Cashell, 2017). This strategy is effective in a collaborative leadership style and would have changed the course of action in the incident I described earlier. In sum, I can clearly state that interdepartmental is the summative effort of all disciplines to minimize resource wastage and promote the best admirable care outcomes.

References

Buljac-Samardzic, M., Doekhie, K. D., & van Wijngaarden, J. D. H. (2020). Interventions to improve team effectiveness within health care: a systematic review of the past decade. Human Resources for Health, 18(1), 2. https://doi.org/10.1186/s12960-019-0411-3

Markle-Reid, M., Dykeman, C., Ploeg, J., Kelly Stradiotto, C., Andrews, A., Bonomo, S., Orr-Shaw, S., & Salker, N. (2017). Collaborative leadership and the implementation of community-based fall prevention initiatives: a multiple case study of public health practice within community groups. BMC Health Services Research, 17(1), 141. https://doi.org/10.1186/s12913-017-2089-3

Morley, L., & Cashell, A. (2017). Collaboration in health care. Journal of Medical Imaging and Radiation Sciences, 48(2), 207–216. https://doi.org/10.1016/j.jmir.2017.02.071

Morrison-Smith, S., & Ruiz, J. (2020). Challenges and barriers in virtual teams: a literature review. SN Applied Sciences, 2(6). https://doi.org/10.1007/s42452-020-2801-5