Principles and Qualities of Interdisciplinary Healthcare Teams

NURSING INTERPROFESSIONAL TEAMS AND TEAM-BASED DELIVERY OF HEALTH CARE Specific qualities are possessed by the most effective team members. I possess many of those qualities but need improvement in one area in particular. Certainly, my nursing training and professionalism contribute considerably to the team, despite my shortcomings. In fact, our team possesses many desirable qualities and works reasonably well, though the team needs improvement in some areas, particularly regarding one of our team members.

Assess the team qualities you have mastered thus far in your career and those you feel need further development. According to Mitchell et al., the qualities possessed by the most effective team members are: honesty; discipline; creativity; humility and curiosity (Mitchell, et al., 2012, p. 5). I am an honest team member who highly values competent communication among my team members, including transparency about goals, choices, ambiguity, and errors, particularly because honesty is vital for mutual trust and ongoing development.

I am also a disciplined team member who strives to consistently perform my functions and accountabilities with self-control but also consistently seeks and shares fresh knowledge to enhance the work of each member and of my entire team, in order to help my team cultivate and preserve high standards and procedures while assertively improving.

Calling myself humble is somewhat awkward but I am a humble team member in that I recognize and appreciate training variances, knowing that humans make mistakes, and fostering team members' reliance on each other, regardless of our pecking order in the hierarchy. I am also a curious team member in that I continuously reflect on daily lessons and try to use that knowledge to constantly improve my and my team's performance.

My greatest lack is in the area of creativity: while I try to address problems resourcefully, it is still difficult for me to feel energized about addressing them and to automatically deem mistakes and bad outcomes as learning opportunities. I do eventually arrive at using those errors and mistakes as learning opportunities but that is not my immediate reaction to them. 2. Evaluate your health care team a.

Discuss the health professionals that make up the team and their roles My health team is composed of a registered nurse, a physician, a licensed practical nurse, and a clerical assistant, much like the Veteran's Administration's PACT (Mitchell, et al., 2012, p. 7). Each patient is, of course, also a member of the team dedicated to his/her care.

My role as registered nurse is primarily as a care manager who ensures that policies and procedures are followed, even as I perform the normal duties of a registered nurse: administering medication, monitoring patient recovery and progress, and educating patients/families on preventive care and post-discharge treatment. The physician is the team leader, who makes rounds, diagnoses and prescribes medical care. The licensed practical nurse performs a variety of tasks under my supervision, such as administering medications and injections and taking vital signs.

Finally, the clerical assistant acts as an administrative assistant of sorts, performing many clerical tasks to free up the other team members so they can perform their specialties. b. How well the team functions Our team performs reasonably well, though the clerical assistant, licensed practical nurse and I are clearly more "on board" with the team concept than is the physician.

While he has some strong aspects of honesty, discipline, curiosity and creativity, humility is certainly not his forte and he does not appear to readily share fresh knowledge or to deem us equally valuable team members. That, of course, harms the team. The rest of us compensate (or perhaps overcompensate) for that lack and harm. c. The important contributions nursing brings to the team Nursing makes several important contributions to a team.

In addition to application of our formal medical training, which is vital, we are taught and we cultivate attributes that make us highly effective team members. While monitoring patient recovery and progress, and educating patients while adhering to policies and procedures, we foster a comfortable and efficient working environment, focused on clear objectives of high-quality medical care and respectfully listening and learning in order to continuously improve care. We also handle conflict relatively well and are open to discussions to diffuse tension.

We are used to decision-making by consensus and are generally in agreement about required actions while listening to dissenting voices. We also readily accept constructive criticism and are eternal students, believing that constant education and correction are keys to removing obstacles to excellent care and relentlessly improving care. We also readily accept our assignments and continually self-regulate in order to find valuable solutions, tailor and improve care (Kowalski, 2015, p. 324). 3.

Based on the readings, the ways team-based delivery of care can be utilized more effectively in my work setting to improve outcomes According to Mitchell et al., team-based delivery of care entails: shared goals; clear roles; mutual trust; effective communication; and measurable processes and outcomes (Mitchell, et al., 2012, p. 6). My team certainly has clearly articulated and understood shared patient-care-centered goals (Kowalski, 2015, p. 326); however, we could benefit from greater support by the physician member of our team rather than directives primarily emanating from him.

We all have clear roles and every team member's duties and accountabilities are well-known and well-divided (Kowalski, 2015, p. 323). We have some measure of mutual trust, as well, certainly among the nurse, licensed practical nurse and clerical assistant (Kowalski, 2015, p. 325); however, we would benefit from greater trust, reciprocity and shared achievement from our physician member. We effectively communicate our priorities, though candid communication could be improved, particularly from the physician member with all other members (Kowalski, 2015, p. 321).

Finally, focused on excellent patient care, our processes and outcomes are reliably and timely measured (Kowalski, 2015, p. 331); however, the physician member of our team is not as dedicated as are the other team members to the team concept of measuring, collaboratively analyzing and using processes and outcomes to improve performance over time. C. Conclusion The qualities possessed by the most effective team members are: honesty; discipline; creativity; humility and curiosity.

While possessing honesty, discipline, humility and curiosity, my greatest lack is in the area of creativity, in that it is difficult for me to feel energized by thinking of errors and bad outcomes as learning opportunities.