Collaboration and Leadership Reflection in Nursing

Collaboration and Leadership Reflection in Nursing

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Collaboration and Leadership Reflection in Nursing

In nursing, interprofessional collaboration is critical. Through the interpersonal partnership, the healthcare practitioners and patients share information and consider each other perspectives in effectively understanding and addressing the various factors that contribute to health and wellbeing. The collaboration often yields positive results as the nurses who are frontlines of interaction with the multiple groups and records are the full partners in this healthcare approach. Reflection is a critical aspect of building interprofessional competence since it allows one to critically analyze experiences and actions through various lenses. It also aids in consideration of the potential reasons behind the different individual behaviours and actions. Reflection in interprofessional collaboration aid in examining the roles of the various team members adopted in certain situations and examining how best the team could have worked.

The management of human and financial resources requires various strategies to achieve the goal of promoting organizational health. The organizational effectiveness in the utilization of human resources any organization is usually through the human resources department. The person in this department aid in the organizational effectiveness through aiding in the design of the new business strategies (Di Fabio 2017). Therefore, through human resource professionals’ utilization in the design and implementation of changes within the company, it will help boost the organization. The professionals further offer perspectives that may be looked down upon by the leaders, yet they play a significant role in the identification of the best professionals for the vacant and new positions within the organization. Management practices within the health organization require active measures to work with different groups and individuals. Therefore, after identifying the weakness of professionals with various educational backgrounds, there needs to focus on company growth through effective teams. The teams should be with complementary skills and strength (Matthys et al. 2017). The management should encourage the teams to achieve various goals and objectives based on their skills and knowledge. This is because the company’s efficiency demands the understanding of multiple professionals and role within the organization and mechanisms of improving ability and developing unique skills. The customers are the primary sources of finance within the organization, and therefore their positions and interests should be paramount within leadership. Wilkinson (2017) attest that one can use online media platforms to gain customer feedback and opinions on product quality improvement. Identifying the various degrees of progress of the quality of services and products helps balance the quality of the quality with cost-effective solutions. Consulting among different professionals is useful in decision-making, as it helps in choosing the best approaches vital in accomplishing specific goals without cutting down on the product’s final quality.  Through technology utilization, the organization may utilize the cheapest mode to achieve a final quality product at a lower expense (Di Fabio 2017). Poor balance of finance and organization expense may result in the organization making losses to improve its quality.

Interdisciplinary collaboration can be used to achieve the various positively desired patient and systems outcomes. This is because, through the different hospital teams, all the health care systems are involved in the engagement between the patient and each other in the organization. It calls for setting aside personal ego to better the patient  (Wilkinson 2017). Effective interprofessional collaboration helps promote the active participation of every individual discipline in the patient care as they will be all working together and engaging the patients who are the support and leadership on the team adapts to the various patient interests and demands (Sroufe 2017). Increasing the collaboration between doctors, nurses, and other health care providers reduces medical errors, hence improving the quality of health care and meeting the diverse population’s needs. Failure to collaborate within any disciplines causes friction in between, therefore causing adverse- patient system outcomes (Matthys et al. 2017).

Improvisation of various best interdisciplinary strategies aids the team to achieve its goals and work more efficiently together. Transformational leadership as defined involves the relationship between mutual stimulation and elevation that inspires the level of human conduct and leaders’ as well as those being led with a net result of forming a transforming effect in both parties. Through the improvisation of different social interaction platforms among the various health care professionals facilitate the interaction of providers with other professionals, hence sharing information, executing quality and safety checks, and helping the patients understand and comply with treatment plans. The nurses should be educated with others and other health professionals as students and later (Wilkinson 2017). The education focuses on the strong values and ethics, leveraging interprofessional partners’ unique roles and responsibilities, communication with other stakeholders, and performing effectively in various team roles. Therefore, transformational leadership engages the leaders with their followers to pursue the organization’s jointly held goals.

Sroufe (2017) argues that creating nurse work environments that best favour patient safety demands fundamental changes throughout many healthcare organizations. However, the differences require leadership to transform both the physical environment and the beliefs and practices of nurses and the various other professionals providing health care in that particular environment. Di Fabio (2017) Affirm that transformational leadership helps in balancing the tension between production efficiency and reliability, creation and sustainability of trust within the organization, active management of change, the involvement of workers in decisions pertaining the workflow design and using knowledge management practices to facilitate the establishment of a “learning organization” among the employees. This enables the successful implementation of change initiatives and safety achievements despite the risk of error associated with it (Matthys et al. 2017). The transformational leadership by the board of directors as well as senior and mid-level management ensure the full exploitation of the advantages of the various management practices. Further collaboration of healthcare organizations with other organizations facilitates the widespread adoption of multiple approaches.

Ultimately, interprofessional collaboration is a critical aspect for nurses as they play the central role in the health care sector. It involves a useful understanding of communication and the patients’ need and contributes to the organization’s wellbeing. Reflection is a critical aspect of interprofessional competence. It allows one to critically analyze and act and learn on the potential reasons for and drivers to specific individual actions and behaviours. Human and financial resources require the implementation of various strategies to promote organizational health effectively. The best human resource utilization provides options for improving organization design and business. Effective interdisciplinary collaboration may be used to achieve the desired positive patient system outcomes. Various change management theories and leadership strategies illustrate the need for change to achieve the specific organizational goals like building trust within the organization and institution of learning culture and utilizing the skills of every individual within the organization.

References

Di Fabio, A. (2017). Positive Healthy Organizations: Promoting wellbeing, meaningfulness, and sustainability in organizations. Frontiers in psychology, 8, 1938.

Matthys, E., Remmen, R., & Van Bogaert, P. (2017). An overview of systematic reviews on the collaboration between physicians and nurses and the impact on patient outcomes: what can we learn in primary care?. BMC family practice, 18(1), 1-22.

Sroufe, R. (2017). Integration and organizational change towards sustainability. Journal of Cleaner Production, 162, 315-329.

Wilkinson, T. J. (2017). Kolb, integration and the messiness of workplace learning. Perspectives on medical education, 6(3), 144-145.