Better Collaboration in Health Care
Better collaboration in health care has been identified as a crucial strategy for health care reform. Statistics from multiple organizations show that adopting collaborative nursing roles improves patient outcomes and provides numerous benefits to health care providers. However, during these cooperation, health care practitioners have confronted numerous hurdles. The majority of collaboration obstacles originate from concerns of trust among practitioners, institutions, patients, society, government, and other large groups.
Challenges in Collaborative Nursing Positions
Several problems confront collaborative nursing positions. The first is provoked by a lack of awareness about the roles of various groups. Second, there are various inconsistencies inside and between different groups, making it difficult for nurses to collaborate successfully. There also been a lack of clear boundaries which have gone ahead entrench perspectives that do not reflect existing realities, (Whelan, Tillin & Buchan, 2003). To bridge these barriers there is need to create trust in individuals, institutions and societies.
Role of Managers in Fostering Trust
Mangers in position of influence at medical institution have a duty to promote trust among the staff members, (Covey & Merill, 2008). This can be achieved by training, motivation is aimed at achieving the four cores of integrity, intent, capability and results. Mangers ought to reward staff members who seem to be working towards building integrity, enhancing their skills as well as those who demonstrate tangible results in their work. Managers should also be able to demonstrate that they have confidence in the staff. The principles highlighted above are bound to have a ripple effect in the self-trust of the healthcare practitioners, hence they will be able to achieve more for the greater good.
Organizational Trust in Medical Institutions
Medical institutions administrators are also tasked with the responsibility of fostering organizational trust. In cases where the staff and other stakeholders do not have trust in an institution, there is poor services delivery which in most cases lead to fatal consequences. Administrator thus need to come up with strategic process and policies that align structures and system to represent trust, (Covey & Merill, 2008). An example of a process aimed at achieving this goal is the installation of technology in monitoring a patient’s progress even after they have left the hospital through a web/mobile application. This kind of initiatives will help create some sought of mutual trust between patients and the institution.
Building Trust Among Healthcare Personnel
It is well accepted that health practitioners assume individual responsibility for their own judgments and actions. In collaborative practice, team members should exude a high level of trust amongst themselves since accountability their targets and results are shared. There is need for the healthcare personnel to be incorporated in the clinical decisions and back the collective direction, (Whelan, Tillin & Buchan, 2003). There must be tacit acceptance among team members from the start, this acceptance ought to develop and turn to mutual trust based on shared and positive experiences.
Developing Communication and Trust
As healthcare providers develop specific competence in communication, professional problem solving, role negotiation and relationships are facilitated. With shared experience and strong communication skills, individual team members can better understand the expectations of others and strengthen mutual trust.
Conclusion
From the above discussion it is evident that trust in collaborative nursing role is an essential component for effective service delivery and achieving staff satisfaction. It is also important to reaffirm that it is possible to regain and maintain trust in this sector despite the widespread cases of mistrust in the field.
References
.Covey, S. M. R., & Merrill, R. R. (2008). The speed of trust: The one thing that changes
everything. New York: Free Press.
Whelan S.A, Tilin F & Burchill B.N (2003), The link between teamwork and patients’
outcomes in intensive care units. Am J Crit Care 2003; 12:527-34.
