NURS-FPX 4010Collaboration and Leadership Reflection VideoGo, Lecture notes of Accounting

Download NURS-FPX 4010Collaboration and Leadership Reflection VideoGo and more Lecture notes Accounting in PDF only on Docsity! NURS-FPX 4010 Collaboration and Leadership Reflection Video Good afternoon and welcome to my Collaboration and Leadership Reflection Video for NURS 4010 Leading People, Processes, and Organizations in Interprofessional Practice. My name is Amy Brown. During this video I plan to: ● Reflect on an interdisciplinary collaboration experience, noting ways in which it was successful and unsuccessful in achieving desired outcomes. ● Summarize and analyze the Vila Health Activity ● Identify how poor collaboration can result in inefficient management of human and financial resources supported by evidence from the literature. ● Identify best-practice leadership strategies from the literature that would improve an interdisciplinary team’s ability to achieve its goals. ● Reference multiple authors from literature. First a little background about myself and my personal story of collaboration. I am currently employed at a local hospital in the Critical Care Unit (CCU). I maintain various roles at different times when working on this unit. My roles include charge nurse, float nurse, and bedside nurse. During the particular shift referenced here, my role was that of a float nurse. With this role, it is my responsibility to assist the bedside nurses with patient care, transporting patients to various departments for testing, obtaining specimens to send to the lab, or any other tasks they may need assistance with. It is also my role to assist the charge nurse with any tasks she is not able to complete or needs assistance with including staffing, supervising the unit when she is off the unit for a trauma or a code situation in the hospital, or assisting with emergent or code situations on our unit. I will be discussing a recent interdisciplinary collaboration in which there was a full trauma and the team was attempting to save a life. The collaboration involved the critical care nursing staff, the house supervisors, the trauma surgeon on call, the neurosurgeon on call, the lab department, the radiology department, the respiratory department, the blood bank, the surgery department and the admissions department. I reported to work at my usual time of 1830. I was given my assignment for the night as float nurse. I was informed that the charge nurse was in the emergency room assisting with a full trauma that was called just prior to my arrival. I began preparing an empty patient room on our unit to receive this patient from the emergency room in the event she was not being transferred to another facility. We received a call from the charge nurse that the patient who I will refer to with the pseudonym Lauren was being transferred to our unit. Lauren was brought into the emergency room via ambulance following a motor vehicle accident. CPR was performed at the scene of the accident and an artificial airway was placed. Lauren was not placed in a c-collar to protect her spine at the scene. The staff in the emergency room placed the c-collar prior to transporting Lauren to our unit. She would need a ventilator, labs, several life sustaining medications, and further testing once she arrived on our unit. I contacted the respiratory department to inform them about the need for a ventilator and an arterial blood gas upon arrival. The charge nurse assisted the emergency room staff with the transfer of Lauren to our unit. Upon arrival, my coworkers and I knew that Lauren was very sick and it would take a team approach to save her. We obtained all necessary lab specimens and transported them to the laboratory department. We continued the life sustaining medications that were infusing upon arrival and added more as needed. The respiratory therapist managed the ventilator and obtained the arterial blood gas specimen. We noted right away with the hemoglobin on the arterial blood gas results that Lauren needed blood. We contacted the blood bank and encountered our first hurdle. When Lauren arrived at the emergency room, she was registered as Jane Doe until her identity was confirmed. Once her identity was confirmed, she was ● The appropriate departments were contacted regarding required testing, test results needed, and treatments needed. ● Lauren was transported safely to the radiology department for the CT scan that was ordered. ● The surgery department was contacted to obtain a special cartridge in order to obtain lab results at the bedside. ● After the test was complete and Lauren was back in her room, the two physicians spoke with the family and delivered the terrible news. Self-Reflective Evaluation ● I was able to successfully assist in the care of a trauma patient. ● I was able to assist with the management of care and able to collaborate with various departments to ensure the appropriate care was delivered. ● Lauren was transported safely to the radiology department and back to her room. ● We were unsuccessful in saving Lauren’s life, but her family was able to spend time with her before she passed. ● Although we did not receive the lab results until after Lauren passed, we were able to implement a new process in regards to trauma patients in our unit. ● Training was completed and we are now able to perform important lab tests at the bedside which will ensure results are obtained quickly. ● Overall I feel this experience was a success even though a life was lost. There was nothing we could have done to save Lauren’s life, but because of this incident we may be able to save others in the future. The lack of lab results had no bearing on Lauren’s outcome, but the ability to perform bedside testing may save a life in the future. ● Immediate debriefing and reflection is important following a code or trauma situation. According to a study published by McDermott, Husbands, and brooks-Lewis in the Journal of Trauma Nursing 2018, there were a number of reported perceived benefits from collaborative team reflective practice including obtaining insight from others present on things they may have seen from the outside looking in and ways to improve the process. Some barriers include the lack of time to hold a debriefing session, the feeling that the debriefing sessions become “why didn’t you do this or that” as opposed to constructive criticism and ideas for improvement as a team. Communication and collaboration is very important in healthcare. Lewin’s Model of Change was used in this situation as the problem of being able to obtain lab results when needed was addressed. The “unfreezing” process occurred when the problem was brought to the attention of the lab and admitting departments. The “change” process occurred when the leaders of the nursing departments and laboratory departments got together and devised a solution to the problem allowing the bedside nurses to perform critical lab testing at the bedside. The “refreeze” process occurred when the new policy was implemented and education was performed. As stated in this assessment’s Vila Health Activity, “the only constant in the world of healthcare is change. When changes happen at health care facilities, the process can go roughly or smoothly, depending on how well the collaboration among staff is with the process.” Reflecting on Vila Healthcare Activity How did staff collaboration fail in the implementation of the EHR? ● There was a lack of communication between implementing departments, future users, and the on site coach provided by the EMR Corporate office. ● There was a lack of support from the management team and the onsite coach for the staff. ● Improper training and the system was not properly setup to manage the type of patients at this facility. ● Planning and education prior to implementation was not adequate enough for the staff to feel comfortable with using the new system. ● Patient care was compromised when medications were missed and further led to staff frustration. What could have management done differently to facilitate more effective collaboration? ● Provided adequate training and support prior to the implementation of the new system ● Listened to the staff concerns and addressed the concerns ● Meet with administration about a system that would be a better fit for their facility ● Train at least one staff member on each shift as a super user that would be able to assist in real time with issues as they would arise. ● Provide extra staff to care for the patients during the first weeks the new system went live. What could the staff do differently to facilitate more effective collaboration? ● They could have been more understanding with the other departments working with them to ensure a smooth transition. According to a study from 2017 in Europe, it was found that a Person-Centered-Situational Leadership framework is beneficial in a long term care setting such as Vila Health. Lynch stressed in this study from 2010 the importance of leaders relating to their employees, harmonizing their actions with a similar vision and unifying with collaboration, appreciation and trust. This simple step from the leadership at Vila Health would have made the transition to EMR run more smoothly. Quality collaboration in healthcare with all parties involved allows for smooth transitions, improved processes and satisfied staff. This in turn creates satisfied patients and quality care. This concludes my presentation. Thank you for your time.