Write an analysis that applies detailed synthesis regarding interprofessional communication and collaboration and incorporates course learning and concepts to evaluate your chosen meeti

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Inter-professional Meeting Analysis

Student Name

Minnesota State University, Mankato

N402-8 Psychosocial/Interprofessional Communication

Instructor Name

Date

Inter-professional Meeting Analysis

Interprofessional communication is a fundamental component of teamwork. It fosters effective collaboration among members of an interprofessional client care team, hence ensuring client safety across the healthcare system. Collaboration needs the active participation of persons who share problem-solving and decision-making to accomplish a common goal (Bosch & Mansell, 2015). Collaboration is crucial for individuals with many co-morbidities. Collaboration increases the affordability, accessibility, and quality of care (Huber, 2022). Consistently successful communication demands administrative support and a collaborative effort on all parties. Interprofessional communication also entails keeping eye contact, demonstrating confidence in assertions, and providing pertinent and timely information.

Committee meeting

The Interdisciplinary discharge meeting took place at a large urban hospital. The hospital has over 600 clinical trials and over 100 specialist clinics. The facility has a total of 3,300 employees, including executives, nurses, doctors, administrators, and casual workers. Team members meet regularly to identify hurdles, discuss solutions, exchange ideas, and develop a comprehensive discharge strategy. This method is the most effective. Registered and licensed practical and occupational nurses, as well as clinical social workers and case managers, are among the health care providers on the team. For four weeks, the IDT meets Monday through Friday from 10:00 a.m. to 12:00 p.m.

The team came together to develop a pilot for an enhanced intensive care unit discharge process that would alleviate stress on health care staff, patients, and families. Discharging patients safely from the hospital can be challenging for patients who are on multiple medications. They agreed that discharge preparation begins with admission. Doctors, nurses, social workers, and pharmacy technicians all collaborate to prepare patients for discharge.

The chairperson emphasized that they desired those patients remain in the hospital for as long as possible. Additionally, they emphasized the need for pharmacy. A thorough medication history that is reconciled regularly helps prevent medication errors and avoidable adverse effects. A comprehensive history and reconciliation may also reveal medication-related symptoms to the treatment team. Another objective was for CPTs to obtain complete drug histories from high-risk patients shortly after admission. Provision of this information to clinicians early in the admission process enhances outcomes.

Pharmacists on the floor will now document medication reconciliation recommendations for clinicians to consider before discharging high-risk patients. The chair insisted on a checklist for the day before discharge. The projected length of stay of a patient can be tracked electronically via a module for case managers. The new approach places a premium on interdisciplinary measures.

Hierarchical Structure and Disciplines represented

Role of the Chairperson

The Chairperson is responsible for ensuring that the interdisciplinary discharge operates appropriately, that all pertinent problems are addressed, and that effective decisions and actions are taken. To maintain crucial ties within and outside the group, the chair should function as a spokesperson. The chairman must be a visionary, a strategic thinker, and a collaborator. He/she is responsible for effectively scheduling meetings, according to the constitution, and conducting them efficiently. The Chairperson is responsible for leading and establishing a committee team comprised of all committee members. This involves conducting frequent performance analyses of the committee and identifying and supervising the process of re-engaging new members. Frequently, the Chairperson serves as the immediate supervisor of the senior officer. The Chairperson is elected under a democratic process by other members. The maximum term for the Chairperson is two terms (4 years). This position is strictly reserved for the executive members of the medical board.

Roles of the Treasurer

The Treasurer is responsible for all financial concerns and works closely with the other members of the Management Committee to safeguard the committee's funds. While the Treasurer oversees these responsibilities, the Treasurer may assign some of the work to a finance subcommittee, paid professionals, or volunteers. The Treasurer is responsible for fundraising and sales Budgeting and planning, financial reporting, banking, bookkeeping, and asset and stock management are all areas. The Treasurer is elected by the members and must serve for two terms, each running for one year. This role is expected to be filled by a member of the finance department in the hospital.

Roles of the secretary

The secretary is responsible for supervising both salaried and volunteer staff. The secretary's responsibilities include communicating with the chair and other committee members and providing information and references. The secretary is responsible for meeting coordination and recording. He or she maintains accurate records. His/her role is to ensure compliance with governance agreements, charitable regulations, and business law. The secretary is elected for a four-year term. The secretary must be a senior nurse in any of the hospital's departments.

Communication Styles within the Committee/meeting

Every individual has their communication style. When committee members cannot collaborate successfully, it is frequently due to a lack of communication. They may have incompatible communication styles or be unfamiliar with one another. The Chairperson should become acquainted with the communication style of each member. Contact older members for critical information. However, some individuals prefer interpersonal communication to electronic means. Effective communication is one of the simplest methods to alleviate workplace stress, increase productivity, and foster positive connections with coworkers. The committee members communicate in various ways: verbal, para verbal, non-verbal, passive, assertive, and aggressive (Schouten et al., 2020).

Verbal communication

Meetings rely on verbal communication to facilitate the sharing of ideas (Schouten et al., 2020). Effective meeting organizers state their purpose plainly, whether to make a decision, brainstorm ideas, approve a plan, communicate a change, or obtain a status update. Before the meeting begins, the organizer announces the group's priorities, projected outcomes, and the amount of time given to address each issue verbally. She ensured that the meeting engaged everyone by imploring for additional input from attendees. Additionally, the meeting organizer ensured that no one person dominated the agenda.

Paraverbal communication

By expressing ourselves, we can appear joyful, sad, enraged, resolute, or aggressive. The way we communicate and the words we choose are critical. People who are enraged tend to speak faster and louder. When we feel assaulted, we tend to respond in brief, concise sentences. A sluggish, monotone delivery is typically indicative of boredom. We convey nonverbal messages when we converse with someone or even when we do not interact but are in their presence (Loete, 2021). In the committee meeting, para verbal communication could be seen through the non-verbal cues by the Chairperson. The Chairperson remained calm and collected when presenting the agenda of the meeting and when collecting feedback from the members.

Non-verbal communication

Non-verbal communication is just as important as any other form of communication. In a committee meeting set, non-verbal cues such as eye contact, tone of voice, posture, gestures, and appearance (Schouten et al., 2020) should be maintained formally. It also affects the way you communicate with others. It is a more subliminal form of communication than spoken communication. In contrast to words, facial expressions may be spontaneous.

Perceived Barriers to the communication

When an individual sends or receives a message, how they view a subject or event affects how their thoughts about it are converted; in other words, perceptions of individuals, places, and events create mental boundaries. We are all formed and groomed differently due to our disparate socio-cultural backgrounds, educational levels, and value systems, which makes communication with others challenging. Our prior experiences shape our interpretations of messages and information

The age difference is a perceived barrier to communication (Altun & Anwar, 2021). Frequently, regard for or contempt for an older adult is critical in communicating. Younger generations respect the wisdom of elders. They assume the elderly are knowledgeable but occasionally call into question their manner or remark. A technical message, such as how to use the Internet, may resonate more with a younger audience that has been exposed to more technology. Additionally, culture might obstruct nonverbal communication (Altun & Anwar, 2021). Eye contact, specific facial expressions, touch, tone of voice, and head nods all have cultural significance.

Behaviors demonstrated within the committee.

Throughout the meeting, I observed various distinct behaviors from various members. These types of behaviors affected communication and message perception. Concentration, summarizing, teamwork, honesty, and respect were all observed behaviors (Cox, 2020). I noted how thorough the Chairperson was in her words. She was clear and focused on the meeting's agenda rather than destructions. The members were actively listening to each other and commenting when need be. The committee's unified spirit exemplified collaboration. They appeared to agree on the agenda and with one another. There were no confrontations or displays of animosity, either verbally or non-verbally.

I noted a change in the Chairperson's tone of voice as he communicated the concerns. She was articulate in her presentation and authority. Authenticity is a desired quality in interprofessional communication. It is uncommon because we have been taught that it's better to be tough, conceal ourselves, and present an ideal of how we should be than to be ourselves. As a result, we frequently avoid recognizing our errors or expressing gratitude to those who point them out.

The process to move ideas forward.

It can be challenging to initiate a concept within a committee. The path forward is frequently unpredictable and getting your idea off the ground requires the support of the correct persons. Being diplomatic can assist members in accomplishing the satisfaction. Members may feel neglected or unappreciated if leaders strongly affect the committee's decisions. The committee members are chosen based on their competence and experience, not on their employment. Members of the lay community advocate for service users and the general public. They are not experts or practitioners in healthcare, public health, or social care. Members of the laid should be willing to represent a diverse range of individuals affected by the guideline, not simply their own. All decisions must be formal and approved by the committee chair.

Issues to do with the selection of leaders, budgetary approvals, voting, and consensus must be tabled to the committee for hearing and approval. The committee should make every effort to be as diverse as possible. Members of the committee must collaborate in drafting guidelines. This may include formulating review questions and procedures, evaluating available evidence, and providing recommendations. There are no clear guidelines for joint decision-making.

Additionally, because committees operate differently to reflect their membership, a strategy cannot be prescribed. In the majority of cases, the committee makes decisions through informal consensus. In all cases, the procedure should be documented. To avoid creating an atmosphere of fear or intimidation, the chair should check that all committee members agree to endorse any recommendations. If the committee is unable to establish consensus, the committee's reasoning should be recorded, and the suggestion should reflect any underlying reservations. The leaders are just implementers of the decisions, but the decision-making process involves all members of the committee. Professionals in quality assurance determine if these approaches are justified. Such procedures will be thoroughly documented and outlined in the guideline if authorized. The technique should be documented in all instances.

Perceived stage of the committee

I believe that the committee is at the performing stage of development (Stein, n.d). At this stage, the high-performing committee lacks control and is entirely dependent on one another. Members are highly motivated. They are capable of quickly resolving difficulties and making judgments. When participants disagree, they can work through their differences without jeopardizing the project's development. If team processes need to be adjusted, the team will decide without consulting the leaders. The members work effectively together and do not require the level of supervision required during the other phases. To encourage team spirit, the chair will continue to monitor the team's progress and celebrate milestones with them.

Suggestions that might have made the meeting more collaborative

From my observation, the meeting was collaborative in many ways, including planning, communication, and goal setting (Huber, 2022). However, it was lacking in one essential element – problem-solving. Giving the committee some information on the subject on which the team should focus is just as important as speaking effectively. The agenda for the meeting should include important information that attendees can peruse ahead of time to help prepare for the conversation.

The chair's failure to recognize my presence or introduce me to the other team members shocked me about the meeting. I simply received blank stares from members who had no idea who I was or what I was doing in a closed meeting. I would suggest that the chair make a courtesy introduction of any non-members before commencing the agenda items. If I were a nurse in attendance, I would ensure that I demonstrate professionalism by communicating effectively, putting the needs of the patients first, and collaborating with team members.

Conclusion

During an in-session in the committee meeting, I experienced interprofessional collaboration and communication firsthand. Each health care professional's ability to accept complementary tasks within a team, work together, share problem-solving duties, and make the essential decisions required to design and implement patient care plans is characterized as collaboration in health care (Foronda, MacWilliams, & McArthur, 2016). Physicians, nurses, and other members of the health care team benefit from increased awareness of one another's expertise and abilities when they work together in an interprofessional setting. Furthermore, continuously improving decision-making contributes to the quality of care for patients. I learned that evaluating communication and collaboration in a clinical setting is crucial for enhancing and maintaining the quality of care. A physician working in resource-constrained situations is similarly reliant on social exchange within a particular context.

References

Altun, M., & Anwar, E. N. (2021). Physiological Barriers to Communication within Organizations.  Black Sea Journal of Management and Marketing,  2(1), 47-54.

Bosch, B., & Mansell, H. (2015). Interprofessional collaboration in health care.  Canadian Pharmacists Journal / Revue Des Pharmaciens Du Canada,  148(4), 176-179. doi: 10.1177/1715163515588106

Cox, D. (2020). A Guide to Establishing Ethics Committees in Behavioral Health Settings.  Behavior Analysis In Practice,  13(4), 939-949. doi: 10.1007/s40617-020-00455- 6.

Foronda, C., MacWilliams, B., & McArthur, E. (2016). Interprofessional communication in healthcare: An integrative review.  Nurse education in practice,  19, 36-40.

Huber, C. (2022). Interprofessional Collaboration in Health Care.  Praxis,  110(1), 3-4.

Loete, M. G. (2021). Communication Styles of Senior Leaders in Health Insurance During Times of Organizational Change.

Schouten, B. C., Cox, A., Duran, G., Kerremans, K., Banning, L. K., Lahdidioui, A., … & Krystallidou, D. (2020). Mitigating language and cultural barriers in healthcare communication: Toward a holistic approach.  Patient Education and Counseling,  103(12), 2604-2608.

Stein, J. (n.d). Using the Stages of Team Development | MIT Human Resources. Retrieved 16 February 2022, from https://hr.mit.edu/learning-topics/teams/articles/stages-development

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N402 Interprofessional Meeting Analysis Rubric

The Instructions provide significant detail regarding each rubric element. Please include details required in the instruction section as part of your work for a comprehensive analysis and full points for each element addressed.

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N402 Interprofessional Meeting Analysis Instructions

Communication and collaboration among healthcare professionals are critical to delivering high quality and safe patient care (AACN, 2008, p.3)

Assignment Overview

This assignment is designed to incorporate interprofessional learning from the course to analyze an interprofessional meeting that you will attend (you may attend virtually or in person). The meeting should include nursing and multiple disciplines other than nursing and be in an pre

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