COLLABORATION AND LEADERSHIP REFLECTION VIDEO

Collaboration and leadership reflection video
Good afternoon ladies and gentlemen, my name is Jennifer Bruce. I would like to take this
opportunity to welcome you to my NURS4010: Leading People, Processes and Organizations
in Interprofessional Practice collaboration and leadership reflection video.
The intent of this presentation is to:
 Reflect on an interdisciplinary collaboration experience, noting areas in which it was
successful and unsuccessful in attaining desired outcomes.
 Identify how poor collaboration can attribute to inefficient management of human and
financial resources, citing supporting evidence from the literature.
 Identify best-practice leadership strategies from the literature that would improve an
interdisciplinary team’s ability to achieve its goals
 Outline best-practice leadership strategies from the literature that would improve an
interdisciplinary team’s ability to achieve its objectives.
 Analyze best-practice interdisciplinary collaboration strategies to help a team
accomplish goals and work together.

 All external resources utilized will be cited appropriately.
I will begin by providing an overview of my interdisciplinary scenario.
While working as medical/surgical nurse for a rehabilitation hospital. I was assigned as
a on a team of interdisciplinary trainers responsible for staff training at a newly acquired
facility. Most of us had been a part of successful training teams in the past and we knew that
there would be challenges. Unfortunately, the challenges faced were unlike anything we had
ever experienced. My role was to instruct nursing staff on the policies, procedures, and
software used for patient electronic health records (EHR). The new facility was previously a
part of a local hospital network. Due to low productivity that department was sold to my
organization. Most of the staff present were employed by the previous administration and had
their way how they did things. When we first arrived at the facility, we were impressed by the
façade of the structure, but noted that their previous logo was emblazoned on the building.
Our organization was represented by a footnote on masked head.
This should have been an indicator that this process would prove to be difficult, but as
leaders we gather facts before making assumptions. While conducting classes with nursing
staff there was a definitive split in opinions, some welcomed the changes while others (in
leadership) were resistant. Because of this mindset the transition was very difficult. Our team
was allocated twenty-one days to assist with the transition, which exceeded the normal sevenday orientation for new hires. Due to their unwillingness to accept change, the transition was
not a complete success and their attitude made it difficult for me to work in the last two
weeks. In the literature Elise mentioned that she faced long stretches going to work was a
chore, and that is exactly how many of us felt during that time.