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I really liked this article because it focused on crisis resource management in Emergency Medicine. Seven perceived barriers to effective team performance in the ED were listed with the number one barrier being communication between disciplines. Further, of 81 (nurses, physicians, and residents) 100% felt that effective communication and effective leadership were very important team management skills that could effect the outcome of a resuscitation. Additionally, the number one contributing factor to adverse resuscitation outcomes was poor communication (96.2% out of 79 participants). Though other barriers and contributing factors to adverse outcomes were identified, communication was reported as the most contributory. Coming from an emergency room myself, I totally love the aspect of interdisciplinary collaboration. In resuscitation you are working with the physician, the nurses, the techs, pharmacy, the lab, the radiology department--and following a successful resuscitation, you are collaborating with the intensivist/pulmonolgist, cardiologist, and potentially other specialists, as well as the ICU staff members. The patient is relying on effective communication and collaboration to obtain the best outcome possible. And this communication and collaboration is not the sole responsibility of the provider, but EVERYONE on the team!

This article was interesting! It talks about the role of Community Health Centers and Public Health response during emergencies.

This article talks about keeping a personal relationship between patients, families, communities and primary care providers.When caregivers, patients, and sometimes family caregivers meet, it offers the whole group an opportunity to share useful educational information with patients and families in both static and dynamic ways.

Nurse Practitioner residency programs are a fairly new concept in the healthcare arena. The first program, introduced in 2007, was developed by Community Health Center, Inc. in Connecticut with the goal to increase the number of family nurse practitioners in the Community health settings.

This article discusses APRNs working in Title X Family Planning Clinics, what lead them to practice in these clinics, and why they remain practicing in these clinics as new opportunities for APRNs arise. APRNs are described by the authors as 'critical safety nets', as they play a major role in reproductive health services and provide care to vulnerable populations and rural communities. The findings of this study, which collected data through an online survey, can and will be used during policy change decisions to improve APRN satisfaction and retention.

This article presents a team practice model and team building. Good interdisciplinary teamwork requires goals, knowledge, trust between each other, communication, conflict resolution, and so on.

Approximately 70 to 80% of healthcare errors are due to poor team communication and understanding. High-risk environments such as the trauma setting (which covers a broad spectrum of departments in acute services) are where the majority of these errors occur. Despite the emphasis on interprofessional collaborative practice and patient safety, interprofessional teamworking in the trauma setting has received little attention.

Our study demonstrated that participation in the Quality Improvement and Innovation Partnership (QIIP) Learning Collaborative (LC) program influenced team functioning in Primary Health Care (PHC) teams, and facilitated the development of team based care processes. Enhanced communication processes increased both the recognition and the use of team members' scope of practice. Being respected and understood improved team collaboration as well as team functioning. Supporting and sharing leadership was a central component to successful team functioning.

For fifty years, health care teams have been a misunderstood, undervalued, and neglected part of health care. Yet, as Drinka and Clark make clear, well functioning interdisciplinary health care teams (IHCTs) have the potential to help the health care system face its demons--financial constraints and comprehensive error-free care. Because of misunderstandings, administrators, funders, and policy makers keep the potential for interdisciplinary teams hidden. IHCTs have characteristics and problems that are unique to health care settings and the health providers who work in them. Drinka and Clark present a groundbreaking attempt to develop a comprehensive framework for IHCTs.

This article reviewed several different studies on interdisciplinary care and looked for ways that we can improve on health care and implement better teamwork. What I found most interesting is that the article talks about how educating staff on the benefits of teamwork is seriously lacking. Two issues are emerging in health care as clinicians face the complexities of current patient care: the need for specialized health professionals, and the need for these professionals to collaborate. Interdisciplinary health care teams with members from many professions answer the call by working together, collaborating and communicating closely to optimize patient care.

This article finds two emerging issues that must be addressed to optimize patient care: "the need for specialized health professionals, and the need for these professionals to collaborate." In nursing we talk a lot about "continuity of care" and that a seamless transition between PCPs, specialists, in-patient, and out-patient services is not only good-practice but vital for thorough health care delivery and improving long term outcomes.

The article examines essential characteristics of effective teams. In particular, they identify the following as core characteristics of effective teams and effective team members: - Clear purpose - Clearly delineated member roles that aren't too rigid - Address poor performers efficiently - Communicate about individual & group strengths & weaknesses - Trust one another

Although many residencies are focused on preparation for specialty fields, here is one specific to FNP practice... And in a state with relatively good practice laws for NPs

This article begins by informing us that the first APRN was in 1877. The article defines an APRN discusses APRNs history, scope of practice, different specialties and their role and educational requirements along with our future needs in Oncology and the importance of our input in the business of healthcare. It ends with the emphasis that our importance must be documented and communicated to healthcare decision makers and we need to collaborate with physicians and administrators and negotiate with business makers to change healthcare reform.