NURS-FPX 4010-Leading People, Processes, and Organizations in Interprofessional Practice Collaboration and Leadership Reflection Video

Hello. Thank you for the opportunity to reflect on interdisciplinary collaboration and the various aspects for improvement. Nurses’ frontline roles enhance the need to collaborate with physicians, pharmacists, therapists, and others to optimize care outcomes. The Healthix at Clarion Court Skilled Nursing Facility scenario provides insights into the best practices for designing and implementing evidence-based and patient-centered solutions. Notably, leaders should inspire a shared vision that encourages everyone to share unique perspectives on pathways for delivering services that match clients’ expectations. Similarly, different healthcare professionals should portray values, beliefs, and attitudes that make them responsive to changes adopted to enhance the quality and safety of patient care.

I will share an experience where I was part of an interdisciplinary team in the long-term care unit. The task was to investigate reasons for increasing cases of patient falls with injuries and sustainable measures necessary to address the situation. Notably, the unit recorded three falls within one month, which prompted health leaders to initiate a multidisciplinary approach for enhancing quality and safety of patient care.

Thus, I was part of the team of physicians, nurses, therapists, clinical assistants, and nurse interns tasked with the roles of identifying risks and solutions. Handling patients with complex health and personal needs is challenging. The processes require vigilance across the care continuum. The interdisciplinary process enabled members to share insights based on observations and experiences within the clinical environment. In this case, we managed to identify issues such as weak muscles, visual impairment, dizziness, memory loss, and inaccessible items as the leading causes of falls and injuries within the long-term setting.

Thus, a key success factor was the commitment to embrace a shared goal and give everyone a chance to express their views on patient falls. Intent listening and a collaborative environment enhanced confidence in discussing issues within the clinical environment. However, there were challenges including concerns over victimization, which prevented some nurses from sharing insights into their experiences with patient falls and injuries.

The group was uncertain about the intention of health leaders when initiating the interdisciplinary approach, hence preferred withholding information associated with staff-related falls. Nonetheless, support from the leaders assured everyone about the organization’s commitment to using the feedback for the right purposes without shifting blames on nurses. In the end, everyone collaborated in providing accurate accounts of the situation in the clinical environment and the various changes necessary to enhance patient safety.

Clarion Court’s scenario is an opportunity to learn and understand the mechanisms of interdisciplinary collaboration. While the facility had the chance to increase competitive advantage and respond adequately to patients’ demands, limited collaboration among leaders and the workforce jeopardized the process. The scenario portrays the need for transformational leadership to inspire collective commitment to addressing issues within the clinical setting. The leader emphasizes interpersonal relationships to create the right climate for managing change. Shared goals, participative behaviors, and support for innovation become priorities in an environment guided by transformational leadership (Asif et al., 2019). As such, the leader influences followers’ beliefs and attitudes and align everyone towards organizational success.

The transformational leader also increases job commitment through motivation, charisma, and intellectual stimulation (Asif et al., 2019). Clarion Court lacked the right leadership to introduce the change and inspire collective commitment to achieving the intended outcomes. The leaders had limited knowledge of Healthix and the need for effective employee engagement to address patient safety concerns.

Stephen Silva, the administrator, agreed that the organization had serious issues upstream that denied the workforce the right to shared decision-making when adopting a new technology. In this case, leaders should collaborate with nurses, the IT team, physicians, and relevant teams to discuss the intended changes and their implications on the workforce, patients, and the organization (Victoria et al., 2017). Thus, hierarchical barriers trigger negative attitudes and behaviors that jeopardize the implementation process (Hussain et al., 2018).

Clarion Court Skilled Nursing Facility can benefit from leadership reforms designed to enhance collaborative practices between leaders, nurses, IT professionals, the quality assurance team, and others. The transformational leader initiates networks