Capella 4010 Assessment 1

Capella 4010 Assessment 1 Collaboration and Leadership Reflection Video

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Good Afternoon. My name is ____________, and today I will present a reflection on an interprofessional collaboration experience in a Community Health Center related to health promotion and disease prevention. In this reflective practice, I will explore how a diverse team of healthcare professionals—including public health officials, nurses, physicians, community health workers, social workers, and epidemiologists—work together to address the complex health needs of their community. Join me as I reflect on the successful and unsuccessful aspects of this collaboration experience, discussing the leadership and collaboration strategies for enhancing coordinated care to serve diverse populations. 

Reflection on Interprofessional Collaboration Experience

Case Summary

As a healthcare practitioner in a community health center serving a diverse population, I experienced an interprofessional collaboration and evaluated it to understand collaborative concepts better. The team for this analysis included Dr. Samuel Ortiz, the public health official coordinating public health initiatives and networks with external agencies. A registered nurse, Lily Tomski, provides direct nursing care and health education to diverse patients. Dr. Aisha Patel, a primary care physician, offers the community medical care and preventive measures. Maria Gonzales, the community health worker, engages with the community and conducts home visits. James Kim, the social worker, addresses psychosocial needs and connects patients with community resources. Lastly, Dr. Eleanor McHugh, the epidemiologist, monitors health data and evidence-based practices (Capella University, n.d.).

Successful Aspects of Interdisciplinary Collaboration

A successful aspect of this experience is exemplified by how diverse expertise can converge to provide comprehensive care. According to the literature, professionals from diverse professions ensure that holistic care is provided to patients, their health needs are addressed, and innovation is fostered. Moreover, it enhances cultural competence and improves health outcomes for all community members (Wilbur et al., 2020). In my experience, multifaceted roles are employed by diverse professionals, such as coordinating public health initiatives to align health promotion efforts with broader public health strategies, bridging clinical and preventive care, focusing on preventive measures to guarantee future-focused community care, engaging with community services, and integrating evidence-based practices. Ultimately delivering comprehensive care to community members. 

Unsuccessful Aspects of Interdisciplinary Collaboration

Despite this success, several key challenges arise in this collaboration experience. One significant challenge is the integration of health promotion strategies with clinical care. This approach provides holistic patient care, thus necessitating expanding healthcare providers’ knowledge about available health promotion programs (Adzei et al., 2024). Secondly, the challenge related to inadequate cultural competence. For example, the nurse highlighted the need for culturally tailored health promotion materials to enhance inclusivity, catering to the diverse patient population (Spinner et al., 2021). Other unsuccessful aspects of coordination in health promotion efforts include logistical and time constraints, inconsistency in health promotion efforts, lack of real-time communication, lack of trust within the community, inaccurate data collection, and inadequate evidence-based practices. Addressing these issues could significantly enhance the effectiveness and cohesiveness of the team’s collaborative efforts to strengthen health promotion and disease prevention within the community. 

Benefits of Reflective Nursing Practice 

Reflective nursing practice is a powerful tool for enhancing professional growth and improving patient care. By systematically reflecting on past experiences, nurses can identify successful strategies and improvement areas (Shin et al., 2023). This introspection helps nurses reconstruct their experiences to understand patients changing needs and modify their practices. Reflective practice encourages continuous learning and adaptation, fostering a more profound comprehension of patient care’s clinical and emotional aspects. It also promotes empathy, as nurses consider the patient’s perspective and the impact of their care. By documenting reflections and discussing them with colleagues, nurses can share valuable lessons and develop best practices (Patel & Metersky, 2021). Ultimately, reflective nursing practice leads to more informed and thoughtful decision-making, enhancing the quality of care and contributing to better patient health outcomes.

Inefficiencies in Resource Management due to Poor Collaboration

Human Resources

As evidenced in the case study, poor interdisciplinary collaboration in the healthcare sector can lead to inadequate communication and coordination among healthcare professionals. This often results in overlapping responsibilities, underutilized skills, and increased workload stress. According to a study by Wang et al. (2022), ineffective teamwork in healthcare settings significantly contributes to exhaustion and job dissatisfaction among healthcare professionals, resulting in increased turnover rates and decreased workforce stability. Furthermore, Wilbur et al. (2020) highlight that poor collaboration restricts professional growth and learning opportunities, ultimately hampers patient safety and quality of care. A lack of coordination among team members exacerbates human resource challenges within healthcare facilities, where organizations may need constant efforts to retain and hire new candidates. 

Financial Resources

Alongside human resource challenges, several financial inefficiencies stem from poor collaboration. Ineffective communication and coordination can lead to redundant tests, delayed treatments, and inadequate resource allocation. A study by Soko et al. (2021) underscores that improved interprofessional collaboration decreases healthcare costs by preventing readmission rates, unnecessary procedures, duplicated tests, and extended hospital stays. Similarly, Wang et al. (2022) highlight the importance of collaboration in preventing administrative costs and wasted resources by provision of efficient patient care and diminishing turnover rates among healthcare professionals. Therefore, augmenting interprofessional collaboration through leadership and collaborative strategies can mitigate these resource burdens, optimizing patient care in healthcare settings. 

Leadership Strategies for Interdisciplinary Teams

1. Transformational Leadership: Transformational Leadership (TL) is one of the most effective strategies for enhancing interdisciplinary collaboration and achieving health promotion and disease prevention goals in our community health center. TLs inspire and motivate teams by creating a shared vision and fostering an environment of trust and empowerment (Karimi et al., 2023). This leadership style can address the issues highlighted by Dr. Ortiz regarding integrating health promotion strategies with clinical care. By encouraging continuous education and communication among physicians about new programs like the diabetes prevention initiative, transformational leaders ensure that all team members are informed and engaged in preventive efforts. Additionally, transformational leaders can promote cultural competence and inclusivity, as noted by Nurse Tomski, by advocating for the development and dissemination of culturally tailored health promotion materials. This approach enhances team cohesion and improves patient outcomes by ensuring that care strategies are relevant and effective for diverse populations. 
2. Servant Leadership: Servant Leadership (SL) emphasizes the leader’s role in serving their team and addressing their needs for improving interdisciplinary collaboration. Martinez and Leija (2023) describe servant leaders prioritizing their team members’ growth and well-being by promoting a supportive and collaborative environment. For instance, by adopting a servant leadership approach, leaders can work closely with their teams to identify and address logistical issues, such as the cramped conditions and lack of materials during health education sessions described by Nurse Tomski. Servant leaders also focus on removing barriers that impede team performance, which can enhance the efficiency of communication and coordination, as highlighted by Maria Gonzales and Dr. McHugh. By actively seeking feedback and involving team members in decision-making, servant leaders can create a more responsive and adaptive health center, ensuring that resources are managed effectively and that patient care remains a top priority.

Combining transformational and servant leadership elements can create a robust framework for improving interdisciplinary collaboration. While transformational leaders can set a compelling vision for health promotion and disease prevention, servant leaders can ensure that the necessary support and resources are in place to achieve these goals (Martinez & Leija, 2023). This integrated approach can lead to a more cohesive, efficient, and effective interdisciplinary team, ultimately advancing the health center’s health promotion and disease prevention mission.

Interdisciplinary Collaboration Strategies

Regular Interdisciplinary Team Meetings

Regular team meetings facilitate communication and coordination among all members, providing a platform for team members to discuss patient cases, share insights, and align on care plans (Leykum et al., 2023). In the context of our community health center, such meetings could address the integration issues noted by Dr. Ortiz, ensuring that all physicians are aware of and referring patients to health promotion programs like the diabetes prevention initiative. These meetings would also allow Nurse Tomski and Dr. Patel to synchronize their health promotion messages, ensuring consistency in the health-enhancing advice and preventive measures given to patients.

Creating Interdisciplinary Task Forces/Professional Groups

Establishing interdisciplinary task forces or professional groups focused on specific health initiatives can further enhance collaboration. These groups bring together professionals from various disciplines to work on common goals, fostering a collaborative culture and ensuring that diverse perspectives are integrated into health interventions (Vatn & Dahl, 2021). For instance, the health center could form a task force to address the social determinants of health, as emphasized by James Kim. This task force could work together to develop and implement strategies addressing housing instability, unemployment, and other health factors. Additionally, a task force focused on mental health services could streamline processes and reduce wait times, ensuring timely access to care for patients with psychological needs. Subsequently, it improves the effectiveness of health promotion and disease prevention efforts.

Conclusion

I want to conclude my video presentation by emphasizing the need for interprofessional collaboration, as underscored in the experience of our community health center for health promotion and disease prevention. Lack of cooperation has poor consequences on resource management. Thus, by adopting several leadership and collaboration strategies, the center can address identified coordination challenges and improve patient outcomes. I hope this presentation provided valuable and practical insights. Thank you. 

References

Adzei, F. A., Agblom, R. O., Commey, V., & Alornu, M. A. (2024). Health promotion as the nexus of public health and clinical care: The case of a district hospital in southern Ghana. Global Health Promotion. https://doi.org/10.1177/17579759241245858 

Capella University. (n.d.). Case study: Interprofessional collaboration for health promotion and disease prevention in a community health center. Capella University. https://www.capella.edu/

Karimi, S., Malek, F. A., Farani, A. Y., & Liobikienė, G. (2023). The role of transformational leadership in developing innovative work behaviors: The mediating role of employees’ psychological capital. Sustainability, 15(2), 1267. https://doi.org/10.3390/su15021267

Capella 4010 Assessment 1 

Leykum, L. K., Noël, P. H., Penney, L. S., Mader, M., Lanham, H. J., Finley, E. P., & Pugh, J. A. (2023). Interdisciplinary team meetings in practice: An observational study of IDTs, sense-making around care transitions, and readmission rates. Journal of General Internal Medicine, 38(2), 324–331. https://doi.org/10.1007/s11606-022-07744-6 

Martinez, S.-A., & Leija, N. (2023). Distinguishing servant leadership from transactional and transformational leadership. Advances in Developing Human Resources, 25(3), 152342232311758-152342232311758. https://doi.org/10.1177/15234223231175845 

Patel, K. M., & Metersky, K. (2021). Reflective practice in nursing: A concept analysis. International Journal of Nursing Knowledge, 33(3), 180–187. https://doi.org/10.1111/2047-3095.12350 

Shin, S., Lee, I., Kim, J., Oh, E., & Hong, E. (2023). Effectiveness of a critical reflection competency program for clinical nurse educators: A pilot study. BMC Nursing, 22(1), 1–8. https://doi.org/10.1186/s12912-023-01236-6

Capella 4010 Assessment 1

Soko, T. N., Jere, D. L., & Wilson, L. L. (2021). Healthcare workers’ perceptions on collaborative capacity at a referral hospital in Malawi. Health SA Gesondheid, 26(0). https://doi.org/10.4102/hsag.v26i0.1561 

Spinner, J. R., Haynes, E., Nunez, C., Baskerville, S., Bravo, K., & Araojo, R. R. (2021). Enhancing FDA’s reach to minorities and under-represented groups through training: Developing culturally competent health education materials. Journal of Primary Care & Community Health, 12, 215013272110036. https://doi.org/10.1177/21501327211003688

Vatn, L., & Dahl, B. M. (2021). Interprofessional collaboration between nurses and doctors for treating patients in surgical wards. Journal of Interprofessional Care, 36(2), 186–194. https://doi.org/10.1080/13561820.2021.1890703 

Capella 4010 Assessment 1

Wang, W., Atingabili, S., Mensah, I. A., Jiang, H., Zhang, H., Omari-Sasu, A. Y., & Tackie, E. A. (2022). Teamwork quality and health workers burnout nexus: A new insight from canonical correlation analysis. Human Resources for Health, 20(1). https://doi.org/10.1186/s12960-022-00734-z 

Wilbur, K., Snyder, C., Essary, A. C., Reddy, S., & Will, K. K. (2020). Developing workforce diversity in the health professions: A social justice perspective. Health Professions Education, 6(2), 222–229. https://doi.org/10.1016/j.hpe.2020.01.002