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Collaboration and Leadership Reflection Video

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Collaboration and Leadership Reflection Video

In this video reflection on the interprofessional team, I, as a nurse, discuss the case study

on interprofessional collaboration for mental health care in a community mental health center.

The goal is to analyze the collaborative efforts of the case study and provide recommendations

based on my observations and the insights gained from the team members. Interprofessional

cooperation is one of the most essential prerequisites for rendering individuals with mental

health illnesses a holistic care approach, says Hunt et al. (2021). Afterward, enlightenments and

recommendations will be made towards optimal collaboration and improving patient outcomes

by collaborating with different team members, such as psychiatrists, psychologists, social

workers, nurses, and community health workers.

Reflection on Interdisciplinary Collaboration Experience

The mental health care case study depicted in the given article shows both contributing

factors in the successful and unsuccessful aspects of the achieved goal. A significant

achievement that was apparent in that collaboration was the teamwork that led to the provision of

full-response and integrated healthcare to clients with mental health disorders. Various

professionals were involved in providing comprehensive services, including the roles of

psychiatrists, psychologists, social workers, specialists in health information, and community

health workers. Each team member brought their combination of skill sets and perceptions to

ensure that comprehensive exam, diagnosis, treatment, and referral to the community resources

was duly conducted and done as supported by Rugkåsa et al. (2020). The team's collective

engagement not only helped solve patients' intricate needs but also effectively personalized the

interventions based on the specific situational circumstances.

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Furthermore, effective communication and mutual decision-making across the team

contributed immensely to reaching the flow since this was the team's connection (Hunt et al.,

2021). On the other hand, consistent communication enabled the exchange of essential patient

data that ensured the continuity of care and reduced the number of errors. Additionally, shared

decision-making developed a sense of being an owner and commitment toward team members,

which led to more coordinated and patient-centered care services.

Besides the victories, however, some areas of the interdisciplinary team collaboration

could have been improved to make it more efficient in delivering results. Working together as a

team was not facilitated by the absence of good communication and collaboration among the

team members. Communication failures that providers met when they were not able to obtain

and share important information related to patients resulted in confusion, delays, or errors in the

delivery of care (Rugkåsa et al., 2020). This communication barrier can be overcome by

implementing standardized protocols for information sharing and interprofessional

communication channels. It could have possibly reduced these problems and created much more

common ground.

In addition, the case study identified problems associated with inadequate staffing, less

available resources, and unsafe work tendencies among the members, nurses, and social workers.

High workload and stress levels and a lack of safety and security impacted the quality of care

and impeded effective collaboration between healthcare professionals (Stuber et al., 2021).

Given these challenges, techniques like shifting workload, sufficient staffing, training on

managing aggressive behavior, and making the work environment safe can be applied to aid the

team members and build collaboration.

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Impact of Poor Collaboration on Resources

Inadequate collaboration among interdisciplinary team members may cause improper use

of human and financial resources. Stuber et al. (2021) emphasize that unproductive

communication and coordination among team members may cause duplication of effort and

reduce efficiency, leading to wasting human resources. Apart from that, research by Kola et al.

(2021) indicates that disorganized collaboration among healthcare providers is linked to

increased healthcare costs due to poor performance among healthcare professionals, leading to

unnecessary procedures, more extended hospitalization periods, and higher medical errors.

Collaboration deficiencies can also result in misallocating time, personnel, and finances. Thus,

the quality and effectiveness of patients' care delivery and outcomes may decrease.

The interdisciplinary team of the case study demonstrated several examples of poor

collaboration. To exemplify, Dr. Nowak reported difficulties in communication with other

providers through sharing and accessing information, which could represent a lack of

communication here. Besides that, Sims complained of the high workload and stress the crew

members experienced, which can lead to a collapse in teamwork and resource management.

Furthermore, Social Worker Lena Schmidt insisted on the resource deficiency and insufficient

support in the community for people benefiting from the services, which suggests a lack of joint

efforts in the field.

Lack of teamwork and interdisciplinary cooperation within the team is associated with

the waste of human and financial resources. The excessive workload, stress, and safety issues of

team members can result in burnout, dissatisfaction with work, and turnover, which may

decrease the availability of worker resources and productivity (Kola et al., 2021). Among the

financial consequences of lousy cooperation are delays in care, unnecessary investigations, and
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inefficient use of resources. The pressure on human resources can already intensify the financial

struggles by requiring additional hiring and training fees to offset turnover and keep the staffing

level satisfactory.

Best Practice Leadership Strategies

Transformational leadership is an example of one good practice that will help an

interdisciplinary team achieve its goals. Bass and Avolio (1994) define transformational

leadership as the leadership style that energizes and encourages people, accomplishing the

overall objectives by establishing a collective vision, introducing new ideas, and developing

people as individuals. Transformational leadership best suits the disciplinary team, focusing on

collaborative efforts, dialogue, and empowerment. By sending an inspiring vision and stating

precise targets for team players, transformational leaders can get everyone working together to

achieve a single objective that unites everyone and makes them committed members.

Furthermore, transformational leaders enable team members by authorizing delegations,

brainstorming ideas, and acknowledging their hard work, which increases the engagement and

devotion of the team members. Findings reveal that teams with transformational leaders score

high in effectiveness, job satisfaction, and organizational results (McCann et al., 2020).

Transformational leadership enables leaders to model a supportive and inclusive climate that

fosters trusting relationships, connectedness, and creativity. Consequently, it increases the

effectiveness of the interdisciplinary team in reaching their goals.

Interdisciplinary Collaboration Strategies

The first best practice interdisciplinary collaboration strategy that will help the team

achieve its goals is collaborative care models. This approach is evidenced by Dr. Benjamin
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Miller and other researchers (Stuber et al., 2021), who stress combining physical and

psychological services through collaborative care models. Sharing care models involves a team

approach to healthcare delivery where health specialists from different departments cooperate to

offer holistic care to the patients. These models usually comprise a care team comprising the care

manager, primary care provider, and mental health specialist working together to assess, treat,

and monitor patients with complex medical conditions, including physical and mental health.

The substance of the collaborative model is the interaction, harmony, and joint decisions

between team members, irrespective of the team member’s rank or position. The model

integrates professionals from different fields who jointly deliver universal healthcare services

that consider the patient's needs, resulting in holistic healthcare provision (McCann et al., 2020).

Furthermore, the model includes follow-up measures to ensure continuity of care and reduce

gaps in care, leading to better outcomes for the patient. The collaborative care model is a cross-

disciplinary, well-grounded model that can effectively aid the teams in achieving their targets by

developing collaborations, providing top-quality care, and improving healthcare outcomes.

Conclusion

In a nutshell, effective interprofessional collaboration is necessary for providing high-

quality care to patients with mental health problems. Collaboration recognition, employing

superior leadership strategies, and integrating different organizations will prove to be the keys to

addressing barriers to care, resource use optimization, and quality outcomes delivery. Through

permanent reflection and improvement exercises, the team will improve its cooperation and raise

the standard of patient care within the community mental health center.
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References

Bass, B. M., & Avolio, B. J. (1994). Transformational leadership and organizational culture.

Public Administration Quarterly, 18(1), 112-121.

Hunt, D. F., Bailey, J., Lennox, B. R., Crofts, M., & Vincent, C. (2021). Enhancing

psychological safety in mental health services. International journal of mental health

systems, 15, 1-18.

Kola, L., Kohrt, B. A., Hanlon, C., Naslund, J. A., Sikander, S., Balaji, M., ... & Patel, V. (2021).

COVID-19 mental health impact and responses in low-income and middle-income

countries: reimagining global mental health. The Lancet Psychiatry, 8(6), 535-550.

McCann, J., Sparks, B., & Kohntopp, T. (2020). Transformational Leadership and the

Moderating Role of Trust and Job Satisfaction on Organizational Citizenship Behavior.

SAM Advanced Management Journal, 85(4), 4-2.

Rugkåsa, J., Tveit, O. G., Berteig, J., Hussain, A., & Ruud, T. (2020). Collaborative care for

mental health: a qualitative study of the experiences of patients and health professionals.

BMC Health Services Research, 20, 1-10.

Stuber, F., Seifried-Dübon, T., Rieger, M. A., Gündel, H., Ruhle, S., Zipfel, S., & Junne, F.

(2021). The effectiveness of health-oriented leadership interventions for the improvement

of mental health of employees in the health care sector: a systematic review. International

archives of occupational and environmental health, 94, 203-220.