conflicting goals, inadequate communication, level of education and expertise in health system
Interdisciplinary collaboration is a crucial competence across the continuum of care in ensuring the provision of patient-centered, safe, and quality care. Team members must work together by recognizing individuals’ strengths and weaknesses, responsibilities, and expertise and maintain an effective communication system (Jones, 2006). Different professions need to realize that they cannot effectively coordinate patient care without the support of others. Therefore, there is a need to create trust, respect, and excellent communication and a conducive work environment. It begins with involving the team in decision-making and problem solving, fostering empathy, assessment skills, and negotiation skills in resolving conflicts.
Conflicts in the health system arise from conflicting goals, inadequate communication, level of education and expertise, job description, and territory issues (Jones, 2006). We all want to satisfy our egos, but the most important aspect is to realize that our role is towards patient wellness. When a conflict arises relating to goals and expertise among nurses and clinicians, it can be an opportunity to foster teamwork and collaboration by involving both teams in planning patient care and goal setting. A sense of accountability and responsibility will be promoted, and with a common goal, effective communication, and integration of different expertise, healthcare services will run smoothly (Yong, Sauer, & Mannix, 2014). The staff should respect the responsibilities of others, trust in their efforts, and respect decisions made through a consensus to attain an effective collaboration system.
It is always good to ask yourself, what role do the other disciplines play in patient care? Without them, will the patient receive the required care? All professions should be equipped with the core competencies needed to foster patient safety. If interdisciplinary collaboration becomes the base and framework of every organization, the changing needs of the healthcare system will be met adequately (Yong, Sauer, & Mannix, 2014). In my organization, collaboration is vital, and there is a rule that if you are not willing to collaborate and respect other professionals, you are free to quit. Decisions are harmoniously made, and patients are involved in the planning of daily care; hence we have been able to achieve most of our objectives. The management team should be actively engaged in ensuring that the disparities in the health system are effectively addressed.
References
Jones, A. (2006). Multidisciplinary team working: Collaboration and conflict. International Journal of Mental Health Nursing, 15(1), 19-28. Retrieved from: https://opedge.com/Articles/ViewArticle/2018-12-01/collaboration-and-conflict-in-interdisciplinary-teams
Yong, K., Sauer, S. J., & Mannix, E. A. (2014). Conflict and creativity in interdisciplinary teams. Small group research, 45(3), 266-289. Retrieved from: https://journals.sagepub.com/doi/abs/10.1177/1046496414530789
QUESTION 2
Team thinking is an essential aspect of fostering teamwork and collaboration to attain group goals and objectives. Collective team thinking promotes accountability and responsibility in the implementations of tasks and ideas developed through an evidence-based approach (Wang, Waldman, & Zhang, 2014). A high performing team has a sound communication system, empathy, trust, and respect, provide feedback and readiness to prioritize team goals over personal issues (Fisher, 2000). Bensimon and Neumann suggested that leadership must be reconceptualized as a collective and team act rather that and individualized centered leadership that was based on the male way of thinking and acting. Realization of team goals is effective when teambuilding skills and collaboration is emphasized in the sharing of information, goal setting, decision-making, and planning patient care.
The roles identified by Bensimon and Neumann, if used effectively within a team, will improve decision making and promote a conducive work environment. Our team clinical manager plays the role of an analyst and interpreter. According to Bensimon and Neumann, an analyzer and interpreter plays the role of exploration, evaluation, and interpreting team concerns and reality provided by the definers. They do so by proving a more profound insight from a different perspective. As an analyzer, he examines the data collected and finds relationships among different disciplines, and elaboratively explains to the team to promote a clear understanding. He plays the interpreter role by providing the team with feedback on how others outside their organization about them, and effectively direct the organization on what to do.
The two roles have promoted smooth flow activities within our department. The provision of insights from different perspectives has a clear understanding of issues and effective conflict resolution (Fisher, 2000). Team involvement in decision-making has enabled us to reach our goals and work collaboratively among ourselves to provide safe and quality care to all patients. The team members view the role of the leader as a blessing to them and have led them to achieve their ambitions. It has enabled us to be tuned with our feeling, emotions, and actions as the leader provide feedback and prioritize the team goals over personal work. Therefore, all team leaders should always guide a team effectively and efficiently in the provision of acceptable, safe, and high-quality outcomes.
References
Bensimon, E. M., & Neumann, A. (2013). Redesigning collegiate leadership: Teams and teamwork in higher education (p. 15). Baltimore: Johns Hopkins University Press. Retrieved from: https://eric.ed.gov/?id=ED357698
Fisher, K., Fisher, K., & Fisher, K. (2000). Leading self-directed work teams: A guide to developing new team leadership skills. New York: McGraw-Hill.
Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of applied psychology, 99(2), 181. Retrieved from: https://psycnet.apa.org/doiLanding?doi=10.1037%2Fa0034531