Inter-professional Collaboration and Teamwork
Inter-professional collaboration and teamwork are the coming together of persons with varied ideas and attitudes in order to achieve company-set goals. An organization in health care comprises various components, including prescribers, drug experts, diagnosticians, and specialists who focus on the everyday requirements of patients (Bosch & Mansell, 2017). Collaboration with various professions is critical to providing the greatest care to patients. There are different actions carried out by various persons in the medical sector that necessitate collaboration from all branches in order to consolidate efforts and achieve a shared goal. This article investigates the roles that inter-professional collaboration plays in organizational effectiveness.
Setting Norms and Strategies for a Professional and Productive Work
Bosch and Mansell (2017) discuss that to achieve the goals of a team; there is the need for cooperation and teamwork with all professionals in the health care organization. In the group formed inter-professionally, there is the necessity to set norms and strategies for a professional and productive work. Teams should have qualities for their success, which are providing the best care to the patient's interest rather than self-interest. Perkin (2011) advises that a team should have role clarity as one of their quality. Every team member is required to do what is best for the patient's interests. Doing the desires of the patient boosts the interests of patients always to seek the care one provides. The desire to serve the customers pushes team members to sacrifice for the success of the whole team (Perkin, 2011). Additionally, the feelings of superiority to than others should be unthinkable to the professionals. Apparently, this encourages everybody to participate and leads to the success and achievement of goals in the healthcare profession (Bosch & Mansell, 2017).
Trust and Confidence
Secondly, members should have trust and confidence in their abilities. Trust is hard to achieve and very easy to lose. Doing something out of confidence gives the best outcome, making it very essential for all team members. Weller, Barrow, and Gasquoine (2011) write that when working together all the time, trust is built in the process as each team member learns from the others the basic skills and improvements people need to take upon. Perkin (2011) agrees with these ideas but adds that in some instances, operations in the health care set up needs high concentration, confidence, and trust of each other to achieve. When there is trust, each team member will entrust their fellows with any roles leading to the satisfaction of customers. It is worth noting the little worries the management has for the workers and the organization (Weller, Barrow, & Gasquoine, 2011).
Overcoming Adversity
Thirdly, a team should be capable of overcoming adversity. During hardships and challenges, the integrity levels and collaboration of a team features. For example, when some team members are not able to make duty reports, other team members should perform extra duties and tasks that an absent team member would have handled. Managing several jobs during adversity challenges all the team members to have a mastery of all the professional basics and embrace role diversity (Perkin, 2011).
Collective Leadership
Lastly, a group should have a collective leadership. This means that everyone should be a caretaker for his or her colleague, their roles and assist in solving their challenges. By this, everyone does the correct thing at the right time under little supervision (Perkin, 2011). It doubles as an advantage to the management, as they have an easy task in dealing with the employees during and after work. On the other hand, some limitations may face the inter-professional collaboration and teamwork such as fear from the junior staffs that may not have the experience as their bosses. Cases of harassment lead to low-quality service to the patients (Weller, Barrow, & Gasquoine, 2011). Challenges may also be on a daily basis to individuals and the team at large. One of the greatest problems is logistical barriers such as rotation of staff. This changes teams members and breaks the cultures of diversity and ease of cooperation with the members (Weller, Barrow, & Gasquoine, 2011). A team that has worked together builds natural confidence within the members. It takes the time to rebuild this and create consonance in the group.
Strategies of Achieving Team Collaboration
Strategies of achieving team collaboration include; introducing all team members to each other, solve issues of role confusion, share plans and incorporate patient's health-care needs into the conversation to instill determination towards giving the best to the patient (Perkin, 2011). It is wise to work on feedback from the team (Perkin, 2011). Finally, inter-professional teams define success as the overall attainment of goals set by an organization and individual development. When an organization sets goals, they expect role players to participate in realizing them, and develop each other. Definition of success differs from the basis of professional training like cultures, values, problem-solving structures that remain distinct from each other. Following the professional lines, these become different to each organization.
Conclusion
In conclusion, there are benefits of inter-professional collaboration in a healthcare system. Most workers combine to deliver the best from diverse talents, share ideas and learn from each other. Organizations must take such roles seriously and indicate the changes that the people must work on to accommodate others. Achieving team collaboration occurs by bringing members together and showing them the best techniques for performing their roles within an organization. These teams should as well solve the challenges facing them in the organizations for improvements and lessons for other people coming in or thinking of managing larger teams.
References
Bosch, B., & Mansell, H. (2015). Inter-professional collaboration in health care: Lessons to be learned from competitive sports. Canadian Pharmacist Journal, 148(4), 176-179.
Perkin, K. (2011). Nurse practitioners and inter-professional collaboration. Journal of Inter- professional Care, 25(4), 243-244. Retrieved from
Weller, J., Barrow, M., & Gasquoine, S. (2011). Inter-professional collaboration among junior doctors and nurses in the hospital setting. Medical Education, 45(5), 478-487.
