Team Meetings To Improve Inter-Professional Communication

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.

As a result, there must be one person to coordinate the team. Often, this is the case manager (Hood, 2014). The purpose of this interdisciplinary collaboration is to identify the best treatment plan and care to meet the patient’s needs (Fewster-Thuente, 2015). Key in this collaboration is the patient, making sure they approve their plan of care. “Including patients and families in the collaboration is imperative because harmony cannot be achieved and the plan cannot go forward without their consent” (Fewster-Thuente, 2015, p. 359).

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

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.

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

Hiring consultant to solve conflicts, because they are outsiders of the team, they night have different view and solve problems more objectively.

“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

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).

The final course project was creating an interprofessional team (IPT), function as a leader and take part in the stages of group development, setting of the team roles and goals, identifying communication patterns, and team analysis to discuss an issue at the microsystem level at our facility. The issue that is being addressed is post-transplant steroid associated hyperglycemia. For patients that have new onset diabetes after transplant (NODAT) whether immediately post-operative period or during a rejection episode is an issue that needs attention. The patient has a poor understanding of the blood sugar monitoring, insulin administering, and dieting. A date, time, and location was secured that was conducive to the team members schedule.

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.

Communication is the foundation of interdisciplinary patient care for those working with hospice and palliative care populations (Wittenberg-Lyles, Oliver, Demiris, Petty, & Day, 2008). Shared communication between the nurse, patient, and caregiver is fundamental in decreasing caregiver stress and improving both the bereavement process experienced by the family as well as the symptom management issues experienced by the patient (Ellington, Reblin, Clayton, Berry, & Mooney, 2012). Two types of shared communication methods often found in hospice include face-to-face verbal and non-verbal communication.

The first half of this clinical placement, I was on a palliative ward. While others might find it difficult caring for patients at the end stage of life or in great deal of pain, I find that it gives me a great deal of satisfaction that I was able to provide care for these client in my own unexperienced way of palliative care. Being a patient myself of a very serious illness in the past, the goal of a palliative care team which is to provide quality of life during these difficult stages of the client, hits close to my heart. I might consider working in the palliative care unit in the future.

Furthermore, a team leader is someone who inspires, mentors, guides, thrives for change and sets an example. Throughout Faye’s life she demonstrated strong team leadership styles such as her remarkable courage and determination for pursuing her vision. The courageous risks she took in her leadership roles were all in an effort to bring about change in nursing and improve patient care throughout the world. For example, during a visit to the San Diego long-term care facility Faye noticed statutory violations and other evidence of substandard care. During her opening of the conference of the American Health Care Association, she announced to them that the lack of patient care was unacceptable in the homes

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.