Emory Becoming an APRN

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 systematic review article has shown that the interdisciplinary care in general medical wards has not made any significant improvement to patient's outcome. This article states that it really needs to look more into their outcome criteria, and I, personally based on this article, think that this article needs to look at more into how interdisciplinary team in this review has performed as a team.

J Prof Nurs. 2015 Jul-Aug;31(4):340-50. doi: 10.1016/j.profnurs.2015.02.007. Epub 2015 Feb 28. Research Support, N.I.H., Extramural; Research Support, Non-U.S. Gov't The articles explore the benefits of interdisciplinary care models and shows evidence of the importance and benefits of an interdisciplinary model of care. It highlights how intentional interdisciplinary practice can yield outcomes that are beyond the ability of a single professional to produce and further affirms that nursing can play a pivotal role in developing and implementing these care models and in leading these IPCP teams.

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.

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.

Caregiver perceptions of teamwork in L&D

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

challenges with interdisciplinary teamwork in hospitals and way to improve it

This article discusses the importance of teamwork in hospitals and provides key elements for highly functioning teams.

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.

Interdisciplinary teamwork across industries

Teamwork in the Emergency Department

A study that looks at several ways to promote Interdisciplinary teamwork in a virtual environment

An article that discusses how emotional intelligence may affect interdisciplinary team effectiveness.

Article showing an application of teamwork in a primary care setting to develop a behavior health intervention. See the abstract below! J Am Board Fam Med. 2015 Sep-Oct;28 Suppl 1:S21-31. doi: 10.3122/jabfm.2015.S1.150042. Abstract PURPOSE: This paper sought to describe how clinicians from different backgrounds interact to deliver integrated behavioral and primary health care, and the contextual factors that shape such interactions. METHODS: This was a comparative case study in which a multidisciplinary team used an immersion-crystallization approach to analyze data from observations of practice operations, interviews with practice members, and implementation diaries. The observed practices were drawn from 2 studies: Advancing Care Together, a demonstration project of 11 practices located in Colorado; and the Integration Workforce Study, consisting of 8 practices located across the United States. RESULTS: Primary care and behavioral health clinicians used 3 interpersonal strategies to work together in integrated settings: consulting, coordinating, and collaborating (3Cs). Consulting occurred when clinicians sought advice, validated care plans, or corroborated perceptions of a patient's needs with another professional. Coordinating involved 2 professionals working in a parallel or in a back-and-forth fashion to achieve a common patient care goal, while delivering care separately. Collaborating involved 2 or more professionals interacting in real time to discuss a patient's presenting symptoms, describe their views on treatment, and jointly develop a care plan. Collaborative behavior emerged when a patient's care or situation was complex or novel. We identified contextual factors shaping use of the 3Cs, including: time to plan patient care, staffing, employing brief therapeutic approaches, proximity of clinical team members, and electronic health record documenting behavior. CONCLUSION: Primary care and behavioral health clinicians, through their interactions, c

Teamwork makes the Dream Work Woo Haa!

Pediatrics. 2012 Jun;129(6):e1594-600. doi: 10.1542/peds.2011-2642. Epub 2012 May 14.

Teamwork