Team Meetings To Improve Inter-Professional Communication

Courtenay, Nancarrow, and Dawson (2013) reviewed numerous articles that studied the effect of teamwork education (communication, cooperation, etc.) on the time and outcome of care. Courtenay et al. (2013) found that effective teamwork decreased the time necessary for critical treatments or surgery and also reduced the number of errors made. Courtenay et al. (2013) write that teams performed well when the responsibilities and role of each team member was known. Courtenay et al. (2013) also state that good teams shared an overall sense of mutual responsibility of the outcome of the patient.

Fields related to healthcare often utilize this model to address patient’s needs. St. Luke approach to team case management is effective in positive outcomes for their patients and families from a holistic point of view. In palliative care or nurse-led care, case managers with specific expertise to help individual care needs (Joo & Huber,20123). By regular case review, care plan meetings, evaluation of care, and constant direct contact with patient and families. Case management in hospice and palliative care agencies are very comprehensive in nature. Coordinating direct care services is the key component to positive outcomes (Spettell et al., 2009).

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.

While historically these teams were spearheaded by phyiscians, team leaders are now based on team objectives instead of a member’s professional status (Porter-O Grady, 2013). These changes have resulted in professional nurses commonly assuming inpte-rprofessional team leader roles (Porter-O Grady, 2013). As inter-professional team leaders, nurses must have knowledge of group dynamics, team characteristics, and also have the skills necessary to effectively manage teams (Porter-O Grady, 2013). According to Porter-O Grady, “facilitation, coordination, and intergration of care” are inheret to the nursing profession and are essential effective nursing practice (2013, p.__ ). These attributes are equally important when leading inter-professional teams because nurses serve as great mediators between patients, team members, and the healthcare organization (Porter-O Grady,

In interprofessional care, it is important that the health care providers build skills that enhance interprofessional communication and interaction no matter what model is practiced. Successful interprofessional communication is a necessary competency that can ensure achievements of outcomes, improvement of team functioning, efficiency, and individual value (Interprofessional Education Collaborative Expert Panel, 2011). Training, simulation experiences, group projects, and personal interactions with other staff members can facilitating positive or negative interactions that can affect communication. To ensure that successful interprofessional communication and interaction, much consideration should also be given to the environment

Teamwork is vital in healthcare.  When all participants are engaged in a program, goals are successfully achieved. Being able to communicate and work collectively as a team requires an appreciation for each other’s area of practice.  Every team member has an important role and being acknowledged provides a sense of responsibility and accountability. Essentially, inter-professional collaboration helps ensure that the patient is getting care that is not only accessible but also comprehensive.  The plan of a patients’ care includes active participation by all health care professionals working interdependently in accordance to the patient’s preferences, values and beliefs. The health care team accomplishes the goal of meeting the patient’s medical needs by delivering evidence-based practice.   To deliver quality care, the patient should always be involved.

Each family member contributed to establishing a purpose for the group sessions to identify what why they are together and want to accomplish. Janice would like for the family to get along better while also communicating better. Leon agreed with Janice and would like for the family to get along better while also working to reduce tension in the family. Beartice expressed the purpose was to be a happier family. Kat sees the purpose of the group for the family to be nicer to one another. Kat and Guy agree that the purpose is to help the family members to accept one another. The purpose of the family coming together in group sessions is to improve communication, get along with one another better, to be happier, and reduce tension.

The authors describe how expertise in communication is an important asset of palliative care teams. In one study the authors reviewed, it was found that almost all of pediatric palliative care team consults at a center in California, were for facilitating communication (Miller,

The incorporation of multiple perspectives in health care offers the benefit of diverse knowledge and experience; however, in practice, shared responsibility without high-quality teamwork can be fraught with peril (Mitchell, et, al, 2012). For a team to effectively function, each player need to understand their role. For example, I work in an orthopedic floor, for us to offer effective care to the postoperative patient with coexisting comorbidities, we need a wide range of care providers such as the physician, orthopedic surgeon, nurse, nurse aid, respiratory therapist, physical therapy and any other as patient’s needs. Each of the player has to perform to their best to achieve the best patient care outcome. The leader has to keep a constant

This study is a part of a bigger RCT to assess the training impact on team functioning in palliative care setting. This sub-cohort was a single group post test design conducted using quantitative (post-intervention test) and qualitative (interviews) design to examine the role of specific role training (facilitator). a training program to prepare nurses to play the role of palliative care facilitators in general care practitioner offices. A total of 35 nurses were enrolled in the RCT, However only 6 received the training program as part of the sub-cohort. The program consisted of a one day session that was followed by a half day booster. Results suggested that training as a facilitator although challenging could be very successful. Multiple

My role is in our piece is being a depressed teenager that goes to parties to try to distract himself from his own depression. The reason why my character is depressed is because he recently broke up with his girlfriend that he had a two year and a half relationship with, and since he truly loved her, he is completely lost without her and he doesn’t know what to do with his life. The reason why they broke up because my character found out that his girlfriend was cheating on him with his best friend.

Cancer clinical trials require multi-team systems to provide cohesive care that promotes enrollment and provides effective treatment for patients. Research and clinic teams often have different goals; the research team prioritizes protocol implementation and the clinic team prioritizes clinic care. An inability to coordinate cancer care through distribution of responsibilities, communication and understanding of goals can ultimately lead to rivalries, differing perceptions and affect the efficiency of the multi-team system. Although there are studies exploring these dynamics within multi-teams, there is limited information on this in the setting of cancer care.

Due to variations in PACT patient plan of care and focus on high-risk patient needs, team huddles became a 2017 VISN 8 Leadership initiative to improve and sustain productive team huddles. I was instrumental in promoting THCC and Perry CBOC Team Huddles. At THCC I randomly attend PACT Huddles and evaluate productivity of multidisciplinary team participation. In the absence of the PC Nurse Manager, I provided NF/SG and VISN 8 leadership with weekly data reports on THCC PC and Perry CBOC team huddles and member attendance, as well as outcomes related to high-risk patients.

Time and financial concerns are one of the major barriers in conducting training modules in the health care field. This article tries to examine the alternative of virtual online training programs to improve team functioning while avoiding these barriers. The authors used the COMFORT (Communication; Orientation and Opportunity; Mindful presence; Family; Openings; Relating, and Team) communication training modules in a virtual form in aim to assess its impact. They emailed palliative care clinicians, and were able to enroll 177 subjects to undergo the online COMFORT training module. Baseline surveys were collected and compared to post training ones. Data showed improvement in knowledge that could predict better application in the future. Authors

“To become a high-performing team the team must be competent at goal setting, making assignments and ensuring that team members have the skills to complete them, consensus decision making, setting high standards, holding people accountable, and running effective meetings” (Dyer, Dyer, & Dyer, 2007, p. 74). In the article, “Professionals’ Views on Interprofessional Stroke Team Functioning” Jane Cramm & Anna Nieboer (2011) seek to explain that interprofessional teamwork is considered the core component of integrated care, a complex activity involving many different health care providers that demands effective team functioning (p. 1-2). And in the article, “The Role of Oncologists in Multidisciplinary Cancer Teams in the UK: An Untapped