Organizational Leadership and Interprofessional Team Development

Organizational Leadership and Interprofessional Team Development

A leader is an individual who is in a more superior position within a specific field, whereby the leader can execute a much higher substantial degree over others. Leaders can inspire and support the staff towards achieving the set organizational objectives. Leadership exercise leadership. Not every individual can be a leader. The administration can lead a group or an organization effectively and as expected. Authentic and capable leadership is seen during times of crisis, whereby creativity and critical thinking need to be applied. The administration is not entrusted with anyone but only to those who have proven themselves more than capable. Leadership in an organization is a crucial aspect of everything. How operations are carried out and how the staff portrays themselves is greatly influenced by the administration. Leadership is the backbone of any thriving organization.

Business Practices

Hospitals usually stand a chance to make huge profits whenever they treat patients who spend fewer amounts of money about the Diagnosis Related Group Payment. Through healthcare reimbursement, this aspect is shifting accordingly towards value-based systems in which hospitals and physicians are paid based on the quality of services offered rather than the volume of the services rendered to the patients. Patients feel the value for their money and are more satisfied with the services they receive and recommend others to it whenever necessary.

Hospital reimbursements take different forms in different organizations. Patients get discounts from billed charges. The organization is offered a shallow level of risk, with the payer agreeing to reimburse at an agreed discount. That is well stipulated in the provider`s standard charge description master. Free-for-service is another type of healthcare reimbursement. In this specific model, negotiated rates for different types of particular procedures or services rendered but also put to account overhead costs such as cost controls and care-management (Mansouri, Singh, & Khan, 2018). The value-based reimbursement model employs the concept of free-for-service, but in this case, quality and efficiency are highly considered.

Bundled payments are where health care providers are reimbursed for specific episodes of care-giving. Through this method of reimbursement, individuals are significantly encouraged to coordinate care and also prevent redundant, unnecessary medical services. In the shared savings model of payment, providers are under lower risk levels but get upward incentives. This is usually done to improve the coordination of care and expected outcomes within an identified specific patient population. This type of approach is designed to define the methods and related bench markings to determine the savings to be shared.

Healthcare regulations and standards are put in place to ensure compliance and provision of health care to every single individual that is in a given area. Medical necessity is a regulation that states that not all procedures are medically necessary. The medical officers and the physicians must keep private the health records of a patient. If such information is leaked others, legal proceedings can be taken upon those concerned with documentation.

Care Support

Patient- and Family-Centered Care Organizational Self-Assessment Tool Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and Examples of Current Practice with Patient and Family (PF) Partnerships

Patient- and Family-Centered Care Organizational Self-Assessment Tool Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and Examples of Current Practice with Patient and Family (PF) Partnerships

Patient- and Family-Centered Care Organizational Self-Assessment Tool Elements of Hospital-Based Patient- and Family-Centered Care (PFCC) and Examples of Current Practice with Patient and Family (PF) Partnerships

Setting Description

The facility type is Care support, where patients are usually observed after they have undergone their various procedures. In this section of caregiving, the patients are highly observed and monitored for even the slightest of changes. In this department, utmost attention is required, and dedicated staff needed so that everything is in order. Patient families, too, are allowed in that they assist whenever possible in doing activities such as assistance with walking or using the washrooms within the facility (Zulu, 2017). For efficient care and support, the family and caregivers need to work together since the end goal is to see the patient to full recovery. That way, harmony is ensured and workflows smoothly.

In the care and support facility, the population served mainly comprise of patients. Here they are sufficiently advised on how to best care for babies and, as well as taking care of themselves. Patients from theatres are kept in this facility as the anesthesia wears off. The doctors and surgeons also come here to see how such patients are taking to the whole process and if they are fit for readmission or need further treatment. Generally, any patient from treatment needs to visit the care and support facility for additional guidance.

Strengths of the Organization

The organization can proudly celebrate itself for the integration of the caregivers and patients’ families. This way, the organization can very easily attract more clients as its reputation would be remarkable. The policies set by the organization are readily acceptable to the clients, as well as the employees of the organization in wholesome. The mission, vision, and values of the organization offer precisely what the client is looking for without shortcuts (Bolden, 2016). The bill of rights of both the client and the organization is adhered to diligently. The quality of the services and procedures rendered is unmatched and unrivaled. The personnel in the organization know what is expected of them, when, and how. This motivates them into even trying to outdo each other; hence, taking the organization to great heights due to excellence.

The organization also has a very well organized and maintained information system whereby patients and their families can access information whenever they need to. This has been electronically done; hence, tedious paperwork is eliminated completely. The organization serves all and is governed by different people of different ethnic backgrounds but with the required qualifications. There are rarely any ethnic clashes in the organization. All the people interact respectfully. There are no gender biases as duties are distributed according to requirements but not the gender. The immediate environment and surroundings are very well maintained and cared for. Cleanliness is paramount and highly recommended. Proper allocation of tasks allows for the employees to interact and work harmoniously. Different employees have different skills, which, when appropriately inter-related, give out the best production outcome.

Weaknesses of the Organization

The patients and family members do not take part in the safety round made since the organization fails to have any advisory committees to facilitate such. Safety and risk meetings by the organization have no room to accommodate the patients and their families. The organization would not mind asking for specialists to care for the patients without their families due to management, but the personnel offers it free. Such include the staff and physicians who support the patient family care practice. The patients and their families are not involved generally in the designing of the clinic in any way. Only a tiny percentage of the community of families about specific physicians is considered for this.

The patients and their families do not offer advisory support to the physicians, but it happens the other way round. Having access to interpreters is very limited in these organizations. Despite little or no diversity in the organization, preparedness is a critical element of success to be achieved in the end. The organization does not support any patient or family charting. In most cases, the patients and their families are not actively involved in any administrative or managerial decision making or indulging (Basu, & Miroshnik, 2017). This is left to the experts who, at times, fail to recognize the patients and their families even in matters that they deserve to have their opinions listened to and given consideration.

Area of Improvement

The weaknesses patient-family-centered care assessment identified with the least subscore was the domain of quality improvement and advisory. The patients and their families are not being significantly considered, while the organization undertakes quality, risk, and safety meetings, which are more likely to affect the patient. Their opinion is disregarded even before it can be heard or also brought to the table for consideration. Committees that are tasked with the safety and quality care that are not existent in the organization but consist of board members and hospital staff only (Donesky, Joseph, Sumser, & Reid 2019). Larger hospitals in more urban areas have advisory committees since here, regulations are highly adhered to, and inspectors do checkups on such matters pretty often. Standards have to be met and upheld. The only time a patient or a family will be asked to sit in a committee would be an ethical review, which is usually requested by the family for a chart review.

Improvement Strategy

            By allowing and giving a chance to patients and families to be part of the existent committees would provide an opportunity to view things from a different perspective and point of view. Improvement of safety and quality within the organization can be categorized into two sections, which are the patient to whom the misfortune happened or the risk, which they were placed in. The other is the staff members or employees who were directly involved in causing the threat or problem to the patient. This is an excellent platform that would necessitate the convenience of having a committee that has the administration, staff, patient, and the patients’ families.

The organization should have a very well elaborated procedure for reporting, recording, and tracking safety issues and quality indicators keenly. Such measures should be put into action since some employees tend to overlook the bylaws of the organization. A significant application of this is through the introduction of a given policy, such as hand washing in the organization. The success of this policy is both pure and not simple. The hospital staff has to embrace it thoroughly before they can ask patients and their families to adhere to it. They must lead through good examples. Insights from such successful ventures would show that they are creating a better patient and family care policy.

System or Change Theory

Roger`s change model explains why some people are more willing to accept changes than others. Application of Roger`s change theory would be the best applicable design to adhere to using a normative reductive strategy, which consists of five significant steps; knowledge, which is to identify, persuasion, decision, implementation, and confirmation. In this change model, we would be required to identify the problem. We can carry this out by allowing the specific patient population to participate in quality improvement task forces. This will bring on board new ideas and opinions, which would otherwise never be heard. This would be asking the patients or patient families to evaluate how they stay at the hospital and offer any suggestions to help with a problem they identified or from an incident that they experienced in the hospital.

Persuading patients or families to come forth and participate in the improvement of quality care in a hospital would give first-hand information on how patients feel and think about the whole issue at large. The information derived from this can be used to make recommendations to certain aspects of the hospital. Making an informed decision concerning the implementation of a protocol, procedure, or policy can have better acceptance and follow through when you have prior knowledge from the patient with experience and their feedback. Acceptance of a change is not easy and may take time if it is not entirely brushed off or ignored. Information such as peoples’ roles and interrelations, perpetual orientations, and attitudes can significantly influence their acceptance of a set change. Clarification of these can be seen when employing communication between groups, and stakeholders involved using the normative-reductive approach will be useful in reducing resistance to the change.

Financial Implications

The most costly thing appears to be the office supplies and cost to print materials for participants of the committee and time for the employees. Most employees will be paid and allowed time off from shift to use hours towards committees. Patient/family participation would have to be volunteered. If the floor does not allow for time off from change and compensate employees it could for example be five employees on a committee including manager, nurse, physician, administration and patient or family member dedicating four hours a week for the first month to set up advisory committee and review patient satisfactory evaluations, create a new policy and evaluate best way to implement the procedure.

This would equal 64 hours in the first month, which would decrease in the coming months, where meetings can be scheduled once a month instead of weekly. It takes at least 16 weeks to assess the effectiveness of a change or gather enough surveys to use the information on safety concerns, receiving care, or having your needs met. This will lead to another four members giving two-to-three hours a month for four months, equaling an additional 8-12 hours, putting the total hours needed for committee participation at 72-76 hours total. Another financial cost could be food or refreshments for the meetings held.

Method Analysis

Quality improvement techniques aim at strengthening patient-centered care. Targeting the neediest patients is the priority. Most educated ones are the least in need. Less educated patients tend to prefer less involvement but are the most destitute. Patient representatives are usually middle-level people. The success of patient engagement, however, may depend largely on being able to recruit patients with the right experience and their ability to express their views constructively.  To increase the patient participation in quality improvement functions, further assessments of patient-centeredness should examine its effectiveness in terms of the type of patients performing the services, the criteria used for their selection, the training they received to perform their functions, the contributions they make to quality improvement, and the consequences of their contributions in care design. Patient involvement in quality improvement might affect the professional-patient trust relationship.

Multidisciplinary Team

            Team-based care implementation will be a gradual process. It will take time, and every day will not be perfect. Be patient; know that several months may go by before the team feels like they are comfortable with the new system. Teamwork is not easy to achieve. It requires total commitment and sacrifice by each team member. Teammates should have enough tolerance for each other and be able to help each other achieve their goals. The main objective of teamwork is to be able to accomplish targets together more efficiently and conveniently. This type of time commitment is necessary to implement team-based care successfully. As the model expands, experienced staff can mentor or assist with training new staff.

A multidisciplinary team should include all essential staff members such as psychiatrists and the various physicians. Each team member should be in a position to execute their obligation to the side. Each member has a specific skill set that supplements the organization in its unique way. Improvements in productivity are realized when multidisciplinary teams function efficiently. A capable team involves the collaborative activities of team members, including the patients, and understanding the patient’s needs to optimize the care offered.

Team Diversity

Patient-centered and cultural competences are achievements in the healthcare industry that have gotten attention over some time. The aim is to improve healthcare quality with emphasis on each aspect being on the quality rendered. The main objective of patient-centered is to individualize quality, to encourage and support the healthcare quality movements, focus on process measures and performance benchmarks with a return to the emphasis on personal relationships and customer service (Körner, Wirtz, Bengel & Göritz, 2015). Cultural competency movement has been to balance quality, improve equity, and reduce disparities by specifically improving care for people of color and other populations. Because of these different emphases, patient-centered, and cultural competences have targeted various aspects of healthcare delivery. Apart from these different points of reference, there is a substantial overlap in how patient-centered and artistic skills are operational in what they have the potential to achieve. Individual care must take into account the diversity of patient values and perspectives; to the extent that patient-centered care is delivered universally. Attending to the specific needs of people of color and other populations must take into account the full range of opinions within a given group and the nature of culture.

                                                             Leadership Theories                     

Transformational leadership theory is best suited for a medical organization. In this form of leadership, the leaders usually try their level best to create valuable and positive changes within the organization and the employees. Transformational leaders put more emphasis on transforming other people to support one another and the organization as a whole. The people led by a transformational leader in the long run usually do feel trust, admiration, loyalty, and respect for their leader, and in the end, they work even extra harder, which makes the organization grow and prosper.

Implementation Strategy

Implementation strategies should be done in ways that ensure they are most active. The organization should communicate and collaborate with patients and families in their hospital. This is a collective effort that provides that all grievances and wishes from either party have listened to necessary measures taken to that effect. This makes a strong team effort that always succeeds (O’Leary, 2016). Health literacy should be undertaken very keenly. Some patients and families do not have the knowledge and information about potential adverse effects or benefits of administering certain medications or medical procedures and usually have poor issues with compliance. It is essential to work as a unified front whereby everyone knows what is expected of them and how they should do it. Patient communication needs to be identified and resolved quickly. Medical errors should be disclosed and acknowledged very promptly as per the policies set by the facility. Individual patient values need to be considered first when making clinical decisions for them.

Communication to Organization

This is heavily focused on communicating the organization’s strategic plan to all its employees. The message intended should be very clear and relevant in all ways possible. Define words that may have different meanings so that it refers to one thing only within the organization. The language used should not be complicated in any way. Work-related terms should be used as that is what is more efficient. The leaders should be in a position to reason with employees. This way, they welcome ideas and opinions from low-level employees and consider how to work best in their perspective.  Flexibility is paramount so that the organization can swiftly shift to a different strategy if one does not work as expected nor has some negativity that could demoralize employees. Transparency goes a long way in the achievement of anything. The leader should make it easy for employees to have access to the strategic plan information, as well as be allowed to give feedback.

Tools for the Team

Self-assessments tools serve in helping one learn about themselves in which one identifies their strengths and weaknesses, character traits, tastes, and preferences, as well as other shades of their personality. Multidisciplinary Team tool serves in helping each team learn about their specific roles where they will be able to avoid and reduce errors and health care costs significantly. Teamwork is known to impact on patient care, and effective collaboration can result in better patient outcomes. For any given organization to excel in whatever they do, all the components of this organization should work together as a single unit each unit playing its part, and at the end of the day, progress can be achieved. A unified and dedicated team always gets the job done. All that matters is that the objectives are clearly stated, and each team member does what they do best. The level of expertise and specialization should be considered a requirement to facilitate productive teamwork. Teams perform correctly when they know what they can do and how best to do it.

Conclusion

All organizations need specific criteria on how to carry out their operations. The form of standards decided should be able to meet both the organization and client needs. Achieving satisfaction for the client and the organization itself is the actualization of the goals of the organization.

References

Bolden, R. (2016). Leadership, management, and organizational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge. https://www.taylorfrancis.com/books/e/9781315585703/chapters/10.4324/9781315585703-18

Basu, D., & Miroshnik, V. (2017). Internal Risk, Weakness of the Organization. In India as an Organization: Volume Two (pp. 109-166). Palgrave Macmillan, Cham. https://link.springer.com/chapter/10.1007/978-3-319-53369-8_4

Donesky, D., Anderson, W. G., Joseph, R. D., Sumser, B., & Reid, T. T. (2019). Team talk: interprofessional team development and communication skills training. Journal of palliative medicine.

https://www.liebertpub.com/doi/abs/10.1089/jpm.2019.0046

Körner, M., Wirtz, M. A., Bengel, J., & Göritz, A. S. (2015). Relationship of organizational culture, teamwork, and job satisfaction in interprofessional teams. BMC health services research, 15(1), 243.

https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0888-y

Mansouri, A. A. A., Singh, S. K., & Khan, M. (2018). Role of organizational culture, leadership, and organizational citizenship behavior on knowledge management. International Journal of Knowledge Management Studies, 9(2), 129-143. https://www.inderscienceonline.com/doi/abs/10.1504/IJKMS.2018.091249

O’Leary, D. F. (2016). Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of interprofessional care, 30(1), 29-34. https://www.tandfonline.com/doi/abs/10.3109/13561820.2015.1072142

Zulu, L. I. (2017). An investigation into organizational leadership for the development of community arts centers (Doctoral dissertation).

https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3091629