Name
Western Governors University
D025 Essentials of Advanced Nursing Roles and Interprofessional Practice
Prof. Name
Date
Phase 2 of the Advocacy Action Team development process emphasized the indispensable role of intentional leadership in establishing and sustaining effective teams. Building upon the foundational concepts explored in Phase 1, this stage of the course—supported by Continuing Professional Education (CPE) activities—broadened my understanding of advocacy as a complex, systems-oriented process rather than an isolated professional task. The learning experiences during this phase underscored how leadership, collaboration, and long-term engagement are essential for influencing public health outcomes at both community and policy levels.
An important realization from this phase was that advocacy is fundamentally collaborative in nature. Meaningful change cannot be achieved through individual effort alone; instead, it requires coordinated teamwork guided by a shared vision. Effective leadership plays a pivotal role in sustaining momentum, fostering accountability, and maintaining team alignment. These insights reinforced the idea that leadership quality directly influences team cohesion, motivation, and the successful achievement of advocacy objectives.
A central focus of Phase 2 was the deliberate formation of an interprofessional team. Selecting members from diverse professional backgrounds emerged as a critical determinant of team effectiveness. The task of identifying seven team-building strategies revealed the multifaceted nature of collaboration, particularly within healthcare advocacy, where social, political, and clinical factors intersect.
Interprofessional teams benefit from the inclusion of individuals with varied expertise, perspectives, and lived experiences. Such diversity enhances critical thinking, encourages innovative solutions, and improves decision-making processes. Moreover, teams composed of professionals from multiple disciplines are better positioned to address the complex and interconnected challenges inherent in healthcare systems. This diversity ensures that advocacy initiatives are comprehensive, equitable, and responsive to the needs of diverse populations.
Strong leadership was identified as a cornerstone of successful team functioning. A clearly defined leader provides direction, facilitates engagement, and ensures that team activities remain aligned with the overarching advocacy mission. Effective leaders also cultivate an environment of psychological safety, where members feel empowered to share ideas, voice concerns, and contribute meaningfully. By modeling accountability and ethical decision-making, leaders reinforce trust and credibility within the team.
Equally critical to leadership effectiveness is communication. Consistent, transparent, and purposeful communication supports coordination, minimizes misunderstandings, and promotes timely problem-solving. Open communication channels enable teams to adapt to challenges, clarify expectations, and maintain shared understanding. Without effective communication, even well-structured teams risk fragmentation and reduced productivity.
A clearly articulated shared purpose serves as the foundation for team success. Establishing a unified mission allows team members to align their efforts toward common advocacy goals. In Phase 2, emphasis was placed on developing realistic, measurable, and outcome-driven objectives that support sustainable advocacy efforts.
Once goals are defined, strategic planning becomes essential. This includes outlining actionable steps, establishing timelines, and identifying benchmarks for progress. Assigning roles based on individual strengths, expertise, and professional backgrounds further enhances team efficiency. When responsibilities are clearly delineated, team members are more engaged, accountable, and confident in their contributions. This clarity strengthens overall performance and reinforces collective responsibility for outcomes.
The table below outlines the seven primary team-building strategies identified during Phase 2, along with their descriptions and contributions to team effectiveness.
| Team-Building Strategy | Description | Contribution to Team Effectiveness |
|---|---|---|
| Interprofessional Diversity | Inclusion of members from multiple healthcare and related disciplines | Promotes comprehensive perspectives and innovative problem-solving |
| Strong Leadership | Designation of a leader to guide vision and team processes | Sustains motivation, focus, and accountability |
| Effective Communication | Clear, consistent, and transparent information exchange | Enhances alignment and reduces conflict |
| Shared Purpose | Development of a unified mission and advocacy vision | Directs collective efforts toward common goals |
| Strategic Planning | Collaborative identification of goals, tasks, and timelines | Improves efficiency and goal attainment |
| Defined Roles | Allocation of responsibilities based on strengths and expertise | Maximizes individual contributions and engagement |
| Mutual Accountability | Shared responsibility for outcomes and performance | Builds trust, commitment, and reliability |
Phase 2 reinforced the critical importance of structured teamwork, intentional leadership, and interprofessional collaboration in healthcare advocacy. The experiences and insights gained during this phase demonstrated that sustainable systems-level change requires persistence, strategic coordination, and engagement from diverse professionals. By strengthening my understanding of leadership dynamics, communication practices, and team-building strategies, this phase has enhanced my preparedness to lead and collaborate effectively within complex healthcare environments. These competencies will be instrumental in my future professional practice and advocacy efforts.
American Association of Colleges of Nursing. (2021). The essentials: Core competencies for professional nursing education. AACN.
Interprofessional Education Collaborative. (2016). Core competencies for interprofessional collaborative practice: 2016 update. IPEC.
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications.
World Health Organization. (2010). Framework for action on interprofessional education and collaborative practice. WHO.
