This Leadership Learning Experience (LLE) project will help you examine the roles of a nurse as detective, scientist, and manager of the healing environm
This Leadership Learning Experience (LLE) project will help you examine the roles of a nurse as detective, scientist, and manager of the healing environment in delivering safe and effective patient care. Nurses are increasingly called upon to assume dynamic leadership roles on interdisciplinary teams in the workplace. In the LLE, you will examine team dynamics in your practicum healthcare organization to learn about the function of the nurse as leader and change agent. You will observe nursing leadership-in-action during an interdisciplinary team meeting. This project will be included in your nursing portfolio.
1. Make an appointment to plan your project with your practicum clinical coach/ preceptor.
a. Prepare for this meeting by:
i. reviewing previous course content on leadership and interdisciplinary practice
ii. identifying your practicum agency’s mission, vision, value statement, and strategic plan
iii. jotting down your thoughts about the nurse as leader in the interdisciplinary environment
b. Determine the topics and questions you would like to address during your meeting with a charge nurse or nurse manager.
2. Request a meeting with a charge nurse or nurse manager soon after your third shift. Be prepared and professional in this meeting and demonstrate organization of your thoughts for efficient use of your time together. You should at least ask the following questions:
a. What leadership roles do nurses play in this facility at the administrative, management, and patient care levels?
b. What regular interdisciplinary team meetings occur at these levels?
c. How is the nursing staff involved in these meetings?
d. What advice would you give me as a new nurse so I can accomplish my goal of observing the nursing leadership dynamics in the different types of teams?
3. You need to attend an interdisciplinary team meeting with a nurse leader, as an observer or an active participant. The nurse leader may include a charge nurse, nurse manager, clinical nurse specialist, nurse educator, or nurse administrator.
a. While attending the meeting, you should observe the following:
• name of the meeting or team
• date
• who is in attendance
• why the meeting is being held
• the goals of the meeting
• the group dynamic (i.e., how the team members interact)
• the effectiveness of leadership
• how this meeting fits into the organizational goals
• what role the nurse fulfills in the meeting
• the meeting outcomes or next steps
REQUIREMENT FOR THIS
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
Note: Any information that would be considered confidential, proprietary, or personal in nature should not be included. Do not include the actual names of people, stakeholders, or other personally identifiable information. Fictional names should be used. Also, agency-specific data, including financial information, should not be included but should be addressed in a general fashion as appropriate.
Note: Your submission may be in a variety of formats (e.g., report, multimedia presentation).
A. Summarize evidence-based practice, relevant national standards, or current literature to support the need for interdisciplinary teams (suggested length of 1/2–1 page).
B. Summarize your initial meeting with the charge nurse or nurse manager and your experiences during the interdisciplinary team meeting you attended as either an observer and/or an active participant (suggested length of 1–2 pages).
C. Discuss the roles of 3 interdisciplinary team members who participated in the interdisciplinary team meeting you attended.
1. Explain how nurses play an important role in interdisciplinary team interactions.
D. Evaluate your interdisciplinary team interactions by doing the following:
1. Discuss how effective the leadership was during the team meeting, based on your observations.
2. Discuss two goals from the interdisciplinary team meeting you observed.
a. Discuss how you participated or could have participated in achieving the goal(s) of the team.
3. Discuss the benefits of having a cohesive interdisciplinary team, based on your observations, for the following:
• client or patient
• healthcare organization
• nursing staff
• group dynamic
4. Assess the group dynamic for the interdisciplinary team you observed or participated with, including the effectiveness of the group.
a. Discuss the method you used to evaluate the group dynamic.
b. Discuss whether any personal or professional conflicts arose during the team interactions.
E. Identify a potential issue that may arise in the future within the interdisciplinary team, based on your evaluation of the groups dynamics.
1. Compare two methods for dealing with difficult group dynamics (e.g., negotiation, conflict management).
a. Discuss how you could implement one of these methods.
b. Discuss how individual members of the interdisciplinary team could affect the function or dysfunction of the group.
2. Discuss two factors that could make it difficult for change to occur in your clinical setting, based on the meeting you observed.
a. Discuss why nurses, as leaders, are instrumental for leading change.
F. Discuss how the meeting outcomes for the interdisciplinary team were communicated throughout the practice setting.
1. Discuss whether the interdisciplinary team’s recommendations and action items were implemented.
G. Reflect on how your observations or participation in the interdisciplinary meeting shaped your views about the role of the nurse in an interdisciplinary team.
1. Discuss your observations of nursing leadership in action.
2. Discuss how you, as a nurse, could function as a leader in your clinical setting.
H. Acknowledge sources, using in-text citations and references for content that is quoted, paraphrased, or summarized.
I. Demonstrate professional communication in the content and presentation of your submission.
Brittney Hamby
22 February 2025
XRM1: Task 1: Leadership Experience
Professional Nursing Role Transition D455
A. Interdisciplinary teams (IDTs) are essential in modern healthcare as they enhance patient outcomes, improve efficiency, and reduce medical errors. The National Academy of Medicine (2021) emphasizes that IDTs contribute to improved patient safety and higher care quality by integrating diverse expertise from multiple healthcare disciplines. Effective interdisciplinary collaboration reduces fragmentation in care, ensuring that patients receive comprehensive treatment tailored to their unique needs.According to the World Health Organization (2020), strong interdisciplinary teamwork leads to better patient engagement, decreased hospital readmission rates, and more effective chronic disease management. Studies have shown that structured interdisciplinary rounding and team-based care improve communication, leading to a significant reduction in adverse events. The Joint Commission (2024) reports that failures in interdisciplinary communication are a leading cause of sentinel events, underscoring the necessity for strong collaborative practices.Research by Reeves et al. (2020) highlights that IDTs foster holistic patient management, allowing for shared decision-making and diverse professional input. This model enhances patient satisfaction and ensures evidence-based interventions. The inclusion of various specialists—such as nurses, physicians, therapists, and pharmacists—facilitates a comprehensive approach to care planning, optimizing both patient outcomes and healthcare efficiency. These findings confirm that interdisciplinary collaboration is vital to delivering safe, high-quality care. IDTs help healthcare organizations meet national standards, improve communication, and promote a patient-centered approach that aligns with best practices in modern medicine.
B. Prior to attending the interdisciplinary team meeting, I met with the charge nurse to discuss the goals and expectations for my observation. During this initial meeting, the charge nurse provided insight into the hospital’s interdisciplinary team structure, the role of nursing leadership, and the challenges associated with policy implementation. She emphasized the importance of strong communication, collaboration, and adaptability when working within a multidisciplinary team. She also provided guidance on what to observe during the meeting and encouraged me to take notes on team dynamics and leadership effectiveness. On February 11, 2025, I observed a shift-change huddle at the Dallas VA Medical Center alongside my preceptor. Led by the nurse manager, the meeting included charge nurses, floor nurses, and technicians, focusing on policies, protocols, and patient care concerns. The nurse manager emphasized the VA’s "I CARE" values, yet only one nurse could fully recite the mission statement, indicating a need for reinforcement. A key topic discussed was the mandatory implementation of bedside reporting, met with resistance from some senior nurses who were accustomed to traditional handoff methods. Despite verbal agreement during the meeting, post-meeting observations revealed continued reports at the nurses’ station, highlighting challenges in implementing procedural changes.
C.
1. Explain how nurses play an important role in interdisciplinary team interactions.
Nurses play a critical role in patient care by performing comprehensive assessments, administering medications, monitoring patient conditions, and providing education about health management. They serve as patient advocates, ensuring that care is tailored to individual needs while collaborating with other healthcare professionals to achieve optimal patient outcomes. Their role in interdisciplinary team interactions is essential, as they bridge communication between patients, families, and other medical staff to enhance the overall quality of care.
The charge nurse functions as a shift leader, overseeing patient care and coordinating the efforts of the nursing team. They are responsible for delegating tasks to nurses and technicians, ensuring smooth operations within the unit. Additionally, charge nurses provide support to their team by addressing challenges, resolving conflicts, and stepping in to assist with patient care as needed. As the primary point of contact for nursing staff during their shift, they play a vital role in maintaining efficiency and ensuring that all patient needs are met.
The nurse manager is responsible for overseeing daily operations within the unit. Their duties include hiring, training, and supervising nursing staff, as well as ensuring compliance with safety policies and infection control measures. They play a key role in maintaining a safe and supportive work environment by setting expectations, implementing best practices, and addressing concerns from staff, patients, and families. Additionally, nurse managers serve as leaders who drive policy changes, advocate for resources, and foster a culture of continuous improvement in patient care.
D.
1. Based on my observations, the nurse manager demonstrated effective leadership by fostering an open and respectful environment where team members felt comfortable engaging in discussion without fear of retaliation. The staff appeared to have a positive relationship with the nurse manager, actively listening and nodding in agreement when he emphasized the importance of bedside reporting. However, despite this outward agreement, there was evident reluctance to implement the change. After the meeting, staff members continued to conduct shift reports at the nurses' station rather than at the bedside, indicating passive resistance to the policy. While the nurse manager effectively communicated expectations, additional strategies may be needed to ensure adherence to the change.
2. The primary goals of the meeting were to reinforcing the importance of the VA’s "I CARE" mission statement and ensuring staff understood its principles and addressing the need for proper bedside reporting and emphasizing its mandatory implementation.
a. As a nursing student and observer, my role in this meeting was limited; however, I took steps to support the team’s objectives. To reinforce the first goal, I reviewed the "I CARE" mission statement to ensure I could integrate its principles into my patient care routines. Additionally, after the meeting, I spoke with the charge nurse about the challenges of implementing bedside reporting when facing staff resistance. She suggested a proactive approach, such as politely asking nurses to introduce me to the patient during shift change and engaging in bedside discussions about patient care. This method could gradually encourage compliance with bedside reporting by integrating it into daily practice.
3. client or patient – A well-functioning interdisciplinary team is essential for providing safe and effective patient care. Effective teamwork ensures clear communication regarding treatment plans, reducing medical errors and improving patient outcomes.
healthcare organization – A cohesive team not only enhances patient care but also benefits the organization by reducing medical errors, lowering healthcare costs, and improving overall patient satisfaction. Efficient teamwork contributes to a safer and more productive healthcare environment.
nursing staff – When healthcare professionals collaborate effectively, job satisfaction improves. A supportive team environment reduces stress, enhances workflow efficiency, and fosters a positive work culture, ultimately leading to better patient care and reduced burnout.
group dynamic – Strong interdisciplinary collaboration creates a more organized and communicative work environment. It enables staff members to support one another, resolve challenges effectively, and contribute to a culture of continuous improvement.
4.
a. To assess the group dynamic, I observed team interactions, noting their behaviors, level of engagement, and responsiveness to leadership. Additionally, I gathered informal feedback by discussing the meeting’s key points with the charge nurse, particularly regarding staff resistance to bedside reporting.
b. While no direct conflicts arose during the meeting, there was a noticeable passive resistance to implementing bedside reporting. Although staff members did not openly oppose the policy, they continued their usual reporting practices at the nurses’ station after the meeting concluded. Rather than voicing concerns to the nurse manager, they silently disregarded the new expectation. This indicates an underlying personal or professional conflict with the policy change, highlighting the need for further discussions, staff engagement, and strategies to ensure compliance.
E. A potential issue that may arise within the team is continued noncompliance with the bedside reporting policy. Some nurses may resist this change and continue conducting shift reports at the nurses’ station, which could create inconsistencies in patient care. This noncompliance may also cause friction between staff members who adhere to the policy and those who do not, leading to division within the team and impacting overall patient safety and communication.
1. Two methods for addressing difficult group dynamics include adapting to different personalities within the group and setting clear expectations. Understanding and adjusting to different personalities can help foster better communication and cooperation among team members. By recognizing individual concerns and addressing them constructively, leaders can encourage more participation in change initiatives. Establishing clear expectations ensures that all team members understand the importance of policies and their role in adhering to them. This method reinforces accountability and encourages a culture of consistency.
a. Setting clear expectations is crucial for managing resistance to change. As a nursing student, I can reinforce this policy by requesting that shift reports be conducted at the bedside for my training and patient introductions. If a nurse is hesitant, I will politely explain the purpose of bedside reporting and its benefits in improving patient safety, communication, and engagement. While I may not be able to enforce compliance for the entire team, leading by example and consistently reinforcing the expectation can encourage gradual acceptance of the practice.
b. The success of an interdisciplinary team relies not only on leadership but also on the active participation and collaboration of its individual members. Each team member's willingness to engage in teamwork, communicate effectively, and uphold established protocols significantly influences the overall functionality of the team. When individual members resist policy changes—such as bedside shift reporting—this resistance can create inconsistencies in patient care, disrupt workflow, and hinder team cohesion.
For example, nurses who continue to conduct shift reports at the nurses’ station despite clear directives compromise the goal of improved patient safety and engagement. This reluctance fosters an environment where policy adherence becomes optional rather than standard practice. Additionally, some team members may become frustrated with colleagues who resist change, leading to interpersonal conflicts that further weaken team dynamics.
Conversely, team members who actively support interdisciplinary collaboration contribute to a more effective and harmonious working environment. Nurses who model compliance with bedside reporting can encourage hesitant colleagues to adopt the practice. Open discussions among team members about the benefits and challenges of bedside reporting may also promote greater acceptance and adherence.
Ultimately, the effectiveness of the interdisciplinary team depends on the collective effort of its members. Addressing resistance through peer support, education, and shared accountability can help foster a culture of compliance and continuous improvement in patient care practices.
2. Two factors that make change difficult is a resistance from experienced nurses and a lack of teamwide compliance. Seasoned nurses may be reluctant to adopt new practices, particularly if they have been following a different routine for many years. They may feel that their established methods are effective and see no need for change, leading to resistance against new evidence-based practices. A common mentality among staff is, “No one else is doing it, so why should I?” This attitude can be highly detrimental to team cohesion and makes it difficult to implement change effectively. When some team members resist, others may feel discouraged from adopting the new practice, further delaying progress.
a. Nurses are essential leaders in interdisciplinary teams, as they are responsible for direct patient care and serve as key communicators between various healthcare professionals. Effective leadership among nurses is crucial for implementing change, as they set the standard for best practices. Encouraging a team mindset focused on patient-centered care is essential for overcoming resistance and ensuring long-term improvements. Change does not happen overnight, but when nurses work together toward a common goal, they can successfully transform clinical practices for better patient outcomes.
F. During the meeting, the nurse manager emphasized the importance of bedside reporting and stated that he would follow up by sending emails to the entire team. This step was intended to reinforce expectations and ensure that all staff members, including those who were not present at the meeting, were informed about the policy change. The goal of this communication was to promote consistency and encourage team-wide adherence to bedside reporting.
1. Despite the nurse manager’s directive, observations during my fourth clinical shift indicated that bedside reporting was still not being consistently implemented. Many nurses continued to conduct shift reports at the nurses' station rather than at the bedside, demonstrating ongoing resistance to the policy. However, my preceptor, who has established strong relationships with her colleagues, successfully requested bedside reporting from the nurse giving her report. The nurse complied without resistance, suggesting that while pushback exists, individual requests and direct engagement may be effective in encouraging compliance on a case-by-case basis.
This highlights the need for continued reinforcement from leadership, as well as strategies to address resistance and foster a culture that prioritizes bedside reporting as a standard practice.
G. Leadership is an essential quality for all nurses, regardless of their formal title. Throughout my observations, I witnessed both the challenges and importance of nursing leadership. The nurse manager demonstrated leadership by clearly communicating expectations regarding bedside reporting and reinforcing the importance of patient-centered care. However, despite his efforts, there was evident resistance from some staff members. This highlighted the reality that leadership is not just about setting policies, it is about influencing change and fostering a culture of accountability.
1. Effective nursing leaders lead by example, advocate for best practices, and find ways to engage their team in meaningful improvements. In this case, bedside reporting faced resistance, but strong nursing leadership—through consistency, communication, and role modeling—has the potential to shift the culture over time.
2. As a nurse, I will strive to lead by example by adhering to policies that promote patient safety and quality care, such as bedside reporting. Leadership does not always require a formal title; it can be demonstrated through everyday actions, professional integrity, and a commitment to best practices. If I identify policies that require improvement, I will take the initiative to discuss concerns with appropriate team members and advocate for changes that enhance patient care. By maintaining open communication, collaborating with interdisciplinary team members, and consistently upholding high standards of practice, I can contribute to a positive and progressive clinical environment.
Sources
Joint Commission. (2024). Reducing handoff communication failures and inequities in healthcare. Retrieved from https://www.jointcommission.org/resources/news-and multimedia/news/2024/08/reducing-handoff-communication-failures-and- inequities-in-healthcare/
National Academy of Medicine. (2021). The future of nursing 2020-2030: Charting a path to achieve health equity. National Academies Press.
Reeves, S., Lewin, S., Espin, S., & Zwarenstein, M. (2020). Interprofessional teamwork for health and social care. Wiley-Blackwell.
World Health Organization. (2020). Framework for action on interprofessional education and collaborative practice. Retrieved from https://www.who.int/hrh/resources/framework_action/en/
,
XRM1 — XRM1 TASK 1: NURSING ROLE TRANSITION LEADERSHIP EXPERIENCE
PROFESSIONAL NURSING ROLE TRANSITION — D455
PRFA — XRM1
COMPETENCIES
7093.15.1 : Applies Leadership and Management Concepts.
The learner applies leadership and management concepts when providing care to diverse patients across the life span.
7093.15.2 : Applies Foundational Nursing Concepts. The learner applies foundational nursing concepts when providing care to diverse patients across the life
span.
7093.15.11 : Evaluates Patient Plan with Interdisciplinary Teams. The learner evaluates the impact of collaborating with interdisciplinary teams to promote safety, quality, and
improved patient outcomes.
7093.15.13 : Evaluates the Impact of Well-Being Strategies.
The learner evaluates the impact of strategies to promote the health and well-being of diverse patients.
7093.15.14 : Evaluates the Impact of Therapeutic Support. The learner evaluates the impact of professionalism, therapeutic communication, teaching, and learning
strategies to use with diverse patients.
INTRODUCTION
This Leadership Learning Experience (LLE) project will help you examine the roles of a nurse as detective, scientist, and manager of the healing environment in delivering safe and effective patient care. Nurses are
increasingly called upon to assume dynamic leadership roles on interdisciplinary teams in the workplace. In the LLE, you will examine team dynamics in your practicum healthcare organization to learn about the
function of the nurse as leader and change agent. You will observe nursing leadership-in-action during an
interdisciplinary team meeting. This project will be included in your nursing portfolio.
1. Make an appointment to plan your project with your practicum clinical coach/ preceptor. a. Prepare for this meeting by:
i. reviewing previous course content on leadership and interdisciplinary practice
ii. identifying your practicum agency’s mission, vision, value statement, and strategic plan iii. jotting down your thoughts about the nurse as leader in the interdisciplinary environment
b. Determine the topics and questions you would like to address during your meeting with a charge nurse or nurse manager.
Preparation Task Overview Submissions Evaluation Report
3/23/25, 8:48 PM WGU Performance Assessment
https://tasks.wgu.edu/student/010215486/course/28540014/task/3808/overview 1/10
2. Request a meeting with a charge nurse or nurse manager soon after your third shift. Be prepared and
professional in this meeting and demonstrate organization of your thoughts for efficient use of your time together. You should at least ask the following questions:
a. What leadership roles do nurses play in this facility at the administrative, management, and patient care levels?
b. What regular interdisciplinary team meetings occur at these levels?
c. How is the nursing staff involved in these meetings? d. What advice would you give me as a new nurse so I can accomplish my goal of observing the nursing
leadership dynamics in the different types of teams?
3. You need to attend an interdisciplinary team meeting with a nurse leader, as an observer or an active
participant. The nurse leader may include a charge nurse, nurse manager, clinical nurse specialist, nurse educator, or nurse administrator.
a. While attending the meeting, you should observe the following: • name of the meeting or team
• date
• who is in attendance • why the meeting is being held
• the goals of the meeting • the group dynamic (i.e., how the team members interact)
• the effectiveness of leadership • how this meeting fits into the organizational goals
• what role the nurse fulfills in the meeting
• the meeting outcomes or next steps
SCENARIO
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from
sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric
aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless
specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
Note: Any information that would be considered confidential, proprietary, or personal in nature should not be
included. Do not include the actual names of people, stakeholders, or other personally identifiable information. Fictional names should be used. Also, agency-specific data, including financial information, should not be included but should be addressed in a general fashion as appropriate.
3/23/25, 8:48 PM WGU Performance Assessment
https://tasks.wgu.edu/student/010215486/course/28540014/task/3808/overview 2/10
Note: Your submission may be in a variety of formats (e.g., report, multimedia presentation).
A. Summarize evidence-based practice, relevant national standards, or current literature to support the need
for interdisciplinary teams (suggested length of 1/2–1 page).
B. Summarize your initial meeting with the charge nurse or nurse manager and your experiences during the
interdisciplinary team meeting you attended as either an observer and/or an active participant (suggested length of 1–2 pages).
C. Discuss the roles of 3 interdisciplinary team members who participated in the interdisciplinary team
meeting you attended.
1. Explain how nurses play an important role in interdisciplinary team interactions.
D. Evaluate your interdisciplinary team interactions by doing the following: 1. Discuss how effective the leadership was during the team meeting, based on your observations.
2. Discuss two goals from the interdisciplinary team meeting you observed.
a. Discuss how you participated or could have participated in achieving the goal(s) of the team. 3. Discuss the benefits of having a cohesive interdisciplinary team, based on your observations, for the
following: • client or patient
• healthcare organization • nursing staff
• group dynamic
4. Assess the group dynamic for the interdisciplinary team you observed or participated with, including the effectiveness of the group.
a. Discuss the method you used to evaluate the group dynamic. b. Discuss whether any personal or professional conflicts arose during the team interactions.
E. Identify a potential issue that may arise in the future within the interdisciplinary team, based on your evaluation of the groups dynamics.
1. Compare two methods for dealing with difficult group dynamics (e.g., negotiation, conflict management).
a. Discuss how you could implement one of these methods.
b. Discuss how individual members of the interdisciplinary team could affect the function or dysfunction of the group.
2. Discuss two factors that could make it difficult for change to occur in your clinical setting, based on the meeting you observed.
a. Discuss why nurses, as leaders, are instrumental for leading change.
F. Discuss how the meeting outcomes for the interdisciplinary team were communicated throughout the
practice setting. 1. Discuss whether the interdisciplinary team’s recommendations and action items were implemented.
G. Reflect on how your observations or participation in the interdisciplinary meeting shaped your views about the role of the nurse in an interdisciplinary team.
1. Discuss your observations of nursing leadership in action. 2. Discuss how you, as a nurse, could function as a leader in your clinical setting.
H. Acknowledge sources, using in-text citations and references for content that is quoted, paraphrased, or summarized.
3/23/25, 8:48 PM WGU Performance Assessment
https://tasks.wgu.edu/student/010215486/course/28540014/task/3808/overview 3/10
I. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ' ( )
File size limit: 200 MB File types allowed: doc, docx, pdf
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ' ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, csv, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A :NEED FOR INTERDISCIPLINARY TEAMS
B:SUMMARY OF MEETING AND EXPERIENCES
NOT EVIDENT
A summary of the need for in-
terdisciplinary teams is not
provided.
APPROACHING
COMPETENCE
The summary addresses the
need for interdisciplinary teams,
but the summary is not support-
ed with evidence-based prac-
tice, relevant national standards,
or current literature. Or the
summary is poorly reasoned.
COMPETENT
The summary addresses the need
for interdisciplinary teams and is
supported with evidence-based
practice, relevant national stan-
dards, or current literature. The
summary is well reasoned.
NOT EVIDENT
A summary of the initial meeting
with the charge nurse or nurse
manager and experience during
interdisciplinary team meeting is
not provided.
APPROACHING COMPETENCE
The summary is missing the ini-
tial meeting with the charge
nurse or nurse manager, or the
summary does not include expe-
rience as an observer or an ac-
tive participant during an in-
terdisciplinary team meeting. Or
the summary is missing key de-
tails about the meeting or
experience.
COMPETENT
The summary includes both the
initial meeting with the charge
nurse or nurse manager and ex-
perience as an observer or an ac-
tive participant during an in-
terdisciplinary team meeting.
The summary includes key details
about the meeting or experience.
3/23/25, 8:48 PM WGU Performance Assessment
https://tasks.wgu.edu/s
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