Self Evaluation Paper

Interprofessional working involves people from various profession and agencies working together. Interprofessional working is also a collaboration venture (Mc Gray 2006) in which individual that is involved shares the common objective of developing their mutual goals,

Inter-Professional Team Model (PAARP) is used throughout the life cycle of a team and includes 5 phases describing actions of the interprofessional teams: purpose, assemble and charter, align, resource, perform. The division of labor is based on the scopes of practice of team members and takes into account KSAs of team members. In the PAARP model, actions of leadership give purpose to the group, and consistency of action by the leader is essential. Identifying purpose through goal-setting plays a large part in this theory and team members accept the goals of the team as their own and take responsibility for their part in achieving them. This model is applicable across health professionals through an understanding of each discipline’s roles

The issue of interprofessional working is currently one of key importance in the field of health and social care (Moyneux, 2001). Using the 6 stages of Gibb’s Reflective cycle (1988) I am going to demonstrate my understanding and explore the importance of interprofessional working as well as discuss barriers and facilitators for team working. A healthcare system that supports effective teamwork can improve the quality of patient care, enhance patient safety and reduce workloads that cause burnout among healthcare professionals (Oandasan, 2006). The 6 stages of Gibb’s cycle include description, feelings, evaluation, analysis, conclusion and action planning for future practice. I am going to reflect on the preparation work which was carried out each week for the group summative presentation and the importance of communication within the group.

The benefits of collaboration allow participants to achieve together more than they can individually, serve larger groups of people, and grow on individual and organizational levels. This editorial provides an overview of interprofessional collaboration in the areas of clinical practice, education, and research; discusses barriers to collaboration; and suggests potential means to overcome

To understand the term “Interprofessional team working” I have been working within a subset group where everyone has a different health profession background course such as child nursing, social worker, occupational therapist and myself as an adult nursing. On part 1, I will be discussing about themes social policy and culture and diversity. And on part 2, I will reflect my team working using different models and will mention our strength and weakness.

Hall and Waver ( 2001) defines Interprofessional as a group of professionals from different disciplines such as nurses, doctors, pharmacist that are working and communicating with each other while providing their knowledge, skills and attributes to enhance and support the contributions of others. Suter et al (2009) also said that the ability to work in an interprofessional team to convey collaborative, patient-centered care is an important aspect of professional practice that involves a possession of a particular set of competencies, such as communication skills. In relation to (Weinstein et al., 2003) Collaboration is the collection of knowledge, skills, values and motives which transforms to effective practice when applied by practitioners.

The intent of interprofessional collaboration is one that will foster the safe practice of all health care professionals, and enables the achievement of better outcomes. Some outcomes needed for this particular situation would be as followed:

In order to collaborate successfully with the other members of the team, they have to ‘work together’. Collaboration implies “working together to achieve something that neither agency could achieve alone” (cited by Biggs in Day, 2006, p9). It involves effective communication and contribution to a common goal – and the health and wellbeing of the patient and shared responsibility of the outcome. Each team requires a quality leader, regular meetings attended by all members, joint assessment, regular reviews of patient records which should include ‘shared care plans’; joint decisions following consultation and task delegation to individual team members with the outcome being that “care must be structured, organised and systematically provided to each person in a variety of ways” (Creating an Interprofessional Workforce, 2007, p10).

Each phase will use different participants. The Readiness to Collaborate Scale will be a quantitative measure. However, to properly develop the survey, this study will be informed by some interviews with subject matter experts. Using a systematic item-development framework as a guide, this research will focus on the development and validation of an instrument that can be used to gauge readiness for individual practitioners to enter into interprofessional collaborative teams. This study will not investigate any subsequent interventions that may rise from a practitioner taking the survey. However, it is possible, that where barriers to collaboration may be identified through the analysis of the tool, organizations may have workshops or other continuing educational opportunities to address them. However, this study will not be recommending the types of interventions that may be

Inter-professional collaboration is imminent for beneficial practice outcomes because it discusses the barriers that prevents positive outcomes while developing potential means to overcome them. During intervention inter-professional collaboration allows greater input as a group than that as an individual, improve outcomes for students, teachers, counselors, school district, and general population. Communication and trust is important to successful inter-collaboration therefore respecting one’s peers and sharing vital

Bennett’s (1976) knowledge, attitude, skills, and aspirations (KASA) change hierarchy model has been used in evaluating the basic principles for change that will be used in this research. It is one of the first models created to impact change in practice. 7 This theoretical change model targets outcomes. . Before building up an instructive program to enhance rehearse, the specialist must recognize what information is required and survey the members' states of mind, abilities, and yearning to change (Bennett,

In this assignment I will focus and discuss my chosen theme which is Multi-disciplinary team working (MDT). This will mention roles within the MDT, skills for effective MDT working and responsibilities within the MDT. When focussing on my chosen theme within the Professional Development 2 module, I will complete a self assessment by reflecting upon my clinical and educational experience so

The article was chosen because it highlights the complex interactions and communication that occur in multidisciplinary and interprofessional teams. It also reflects on experience encountered during

I am now approaching the conclusion of my college career and starting to adjust to work life. This is a period of self-reflection and an attempt to put everything I learned into perspective. During this period of my life, I have been constantly thinking and contemplating my future. I feel very anxious yet nervous during this time while I am adjusting to this new stage of my life. When I was in High school my life was very structured, because I could be very dependent on peoples help and I obviously still lived with my family. When I went to college, I had to break away from that feeling of dependency and start the adjusting to adulthood. In college there was more responsibility and I started to become more independent. This was a crucial step in my life but choosing a career is going to be an even bigger step. It is a bigger step because; I have to start structuring my career goals and family goal for the future. At this moment all I can think about is my career, and how I can I keep improving myself for work life.

I. Readiness for Change: Intervention success depends heavily on the organization being ready for planned change.