Interprofessional Team for Reducing Emergency Department Waiting Times
The scenario underscores the critical priority identified by the CEO: saving time in Emergency Departments (EDs) for non-emergent patients. EDs are the primary centres for emergency medical care. Nevertheless, the intake of non-urgent cases leads to overcrowding and long waiting times. Hence, resource allocation is disturbed, and patient satisfaction is lowered (Vainieri et al., 2020). Resolving this issue will be the base for improvement in healthcare services. Consequently, this study is mostly focused on a plan of action that is designed for the formation of an interprofessional team to deal with the ED waiting times problem. Besides, it is also the entity of the organization’s teamwork culture and elements that are the foundation of the team’s productivity and cohesion. Thus, via these three paths, this paper provides information and advice on ED efficiency and patient care outcomes improvement.
Composition of the Interprofessional Team
The interprofessional team is the most important element in resolving the ED waiting time problem. The team members should be chosen on the basis of different skills, experiences and a common goal of patient care outcome improvement, as asserted by Milton et al. (2022). The criteria can be clinical knowledge of ED operations, communication and cooperation abilities, problem-solving skills, and openness to new ideas. Besides, the need for diversity and inclusion in different fields leads to a complete solution to the problems.
The process of finding the main stakeholders and their respective departments is important for making a broad representation and buy-in. The Emergency Department staff, such as physicians, nurses, and support personnel, have frontline experiences of ED operations and patient care processes. Primary care physicians provide their expertise in managing patients outside the ED setting. Thus, they give their advice on ways to cut down on non-emergent visits. Nursing staff also have frontline experience in patient care and advocacy, and the administrative personnel are experts in resource management and project coordination (Flaubert, 2021). On the other hand, IT specialists have the technical knowledge to use technology solutions that will help simplify processes and improve communication in the ED setting.
Action Plan for Developing a Sense of Belonging
To create a feeling of connection within the interprofessional team, a complete action plan is needed. To begin with, the goals and objectives of the team should be clearly defined, and all team members should work toward the same goal. This guarantees the clarity of direction and builds a common feeling of the mission. Besides, team-building activities create friendships and enhance relations among the members of the team (Moore & Geuss, 2020). These activities may range from the icebreakers to the collaborative problem-solving exercises; thus, camaraderie and trust are built. Besides, it is important to set up communication channels so that everyone will be heard and will feel that they are valued. The encouragement of the participation of people in discussions, initiative for feedback, and prompt dealing of issues generate a culture of inclusivity and transparency. Besides, the encouragement of mutual respect and understanding between the team members are the main reasons for the creation of a team-like atmosphere. Moreover, the organization’s investment in its employees is further strengthened by the provision of opportunities for professional development and growth, which, in turn, increases their sense of belonging and commitment to the team’s objectives.
Assessment of Current Organizational Culture
The present organizational culture in healthcare institutions is evaluated by studying the existing norms and values, such as the attitude towards teamwork and communication style. Through experiments on past experiences with interprofessional collaboration, one gets to know the advantages and problems, which help in planning future initiatives. According to Salih and Draucker (2019), the determination of potential barriers, like structural constraints, cultural resistance, and resource limitations, leads to the creation of proactive strategies for the design of effective teamwork. Through cultural analysis and past experiences, healthcare leaders gain vital data to know the strong and weak sides of teamwork.
Besides, the detection of possible obstacles to teamwork is of great importance for proactive intervention. These barriers can be physical, including compartmentalized departments, culture change resistance, and limitation of resources. The acknowledgement of these barriers helps healthcare organizations create strategies to solve these problems, and thus, the desired environment for interprofessional teamwork is created.
Characteristics Essential to Fostering a Productive Team Environment
The creation of a productive team environment in healthcare results from the attainment of several important characteristics. Communication is the main part of the team, through which ideas, information, and efforts are exchanged and coordinated among team members, as stated by Kwame and Petrucka (2021). Via clear and open communication channels, the group works well, and everyone is on the same page, heading towards the same goal. Teamwork and collective decision-making are also as important as they mean the joint ownership of the results and the use of the different skills of the team members. By involving all the stakeholders in the decision-making process, the teams can use the different viewpoints and experiences to come up with the complete solutions.
Respect for different views is the main ingredient in the formation of an inclusive team. The recognition and appreciation of the efforts of people from different backgrounds, fields, and experiences enhances the creativity and innovation of the team (De Brún et al., 2020). Besides, strong conflict resolution skills are essential for dealing with conflicts and difficulties that may arise during teamwork. Through the mediation of conflicts in a positive way and the quest for mutual gains, teams can maintain unity and focus on the objectives. Furthermore, accountability and trust are the main elements for the development of a culture of reliability and integrity in the team. Besides, the ability to be responsible for one’s and others’ actions results in a sense of responsibility and, thus, a culture of transparency and trustworthiness, which is essential for effective teamwork and, thus, the achievement of the desired outcomes.
Role of Culture, Values, Social Behavior, and Customs
Organizational culture deeply affects team dynamics in the healthcare industry. On the other hand, culture defines the norms, communication styles, and decision-making processes, which affect how team members communicate and work together (Stahl & Maznevski, 2021). Consistently, common values and beliefs are the main factors that promote cooperation, as they are the basis of common understanding and agreement on common goals. Moreover, learning social behaviour and customs is the key to successful teamwork in diverse teams since it enhances empathy, respect, and communication between people of different cultural backgrounds. To enhance cultural competence and inclusivity, healthcare organizations can use methods like cultural sensitivity training, diversity education programs, and opportunities for cross-cultural interactions. These programs create a setting in which the diversity of the people is respected, opinions are valued, and everyone is included and respected. Thus, collaboration is improved, and patient care outcomes are enhanced.
Contribution of Nurse Leaders to Promoting Collaboration
Nursing leaders are the key persons in the promotion of teamwork in healthcare. To begin with, they set the pace, showing others how to communicate well, work as a team, and respect different points of view. Through the modelling of collaborative behaviours, nurse leaders create a good atmosphere and, at the same time, inspire others to do the same (Baek et al., 2023). Besides, nurse leaders create a conducive work environment by promoting trust, open communication, and psychological safety. They make team members express their opinions, share their ideas, and participate in decision-making processes without fear of being judged or punished. Moreover, nurse leaders support the allocation of resources and assistance for interprofessional projects, which, in turn, make it possible for teams to work together efficiently. Additionally, they also give mentorship and coaching to team members; thus, they provide support, feedback, and professional development opportunities to improve collaboration skills. Lastly, nurse leaders acknowledge and appreciate teamwork, praise accomplishments, and thus strengthen a culture of teamwork and cooperation in the healthcare organization.
Conclusion
To sum up, collaboration between different healthcare professionals is the key to improving patient outcomes and enhancing the healthcare delivery system. The main issues are the necessity of good communication, tolerance of different opinions, and the role of the nurse leaders in the promotion of collaboration. The next step for the improvement of interprofessional teamwork is the implementation of initiatives like cultural sensitivity training, resource allocation for interprofessional projects, and the recognition of collaborative efforts. Through collaboration and the establishment of a supportive environment, healthcare institutions can increase the collective knowledge of interdisciplinary teams, resulting in better patient care and outcomes.
References
Baek, H., Han, K., Cho, H., & Ju, J. (2023). Nursing teamwork is essential in promoting patient-centred care: A cross-sectional study. BMC Nursing, 22(1). https://doi.org/10.1186/s12912-023-01592-3
De Brún, A., Anjara, S., Cunningham, U., Khurshid, Z., Macdonald, S., O’Donovan, R., Rogers, L., & McAuliffe, E. (2020). The collective leadership for safety culture (Co-Lead) team intervention to promote teamwork and patient safety. International Journal of Environmental Research and Public Health, 17(22). https://doi.org/10.3390/ijerph17228673
Flaubert, J. L. (2021). The role of nurses in improving health care access and quality. In www.ncbi.nlm.nih.gov. National Academies Press (US). https://www.ncbi.nlm.nih.gov/books/NBK573910/
Kwame, A., & Petrucka, P. M. (2021). A literature-based study of patient-centred care and communication in nurse-patient interactions: Barriers, facilitators, and the way forward. BMC Nursing, 20(158). https://doi.org/10.1186/s12912-021-00684-2
Milton, J., Erichsen Andersson, A., Åberg, N. D., Gillespie, B. M., & Oxelmark, L. (2022). Healthcare professionals’ perceptions of interprofessional teamwork in the emergency department: A critical incident study. Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine, 30(1). https://doi.org/10.1186/s13049-022-01034-0
Moore, S. M., & Geuss, M. N. (2020). Familiarity with teammate’s attitudes improves team performance in virtual reality. PLOS ONE, 15(10), e0241011. https://doi.org/10.1371/journal.pone.0241011
Salih, Z. N. I., & Draucker, C. B. (2019). Facilitators of and barriers to successful teamwork during resuscitations in a neonatal intensive care unit. Journal of Perinatology, 39(7), 974–982. https://doi.org/10.1038/s41372-019-0380-3
Stahl, G. K., & Maznevski, M. L. (2021). Unravelling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research. Journal of International Business Studies, 52(1), 4–22. Springer. https://doi.org/10.1057/s41267-020-00389-9
Vainieri, M., Panero, C., & Coletta, L. (2020). Waiting times in emergency departments: A resource allocation or an efficiency issue? BMC Health Services Research, 20(1). https://doi.org/10.1186/s12913-020-05417-w
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Question 
For this assignment, write a 4-page paper (excluding the title page and reference page) that is based on the scenario below and addresses the required content. Please use APA 7th edition, professional version, and include a Running head, level headings, and parenthetical and in-text citations. A minimum of four peer-reviewed sources (external to required course texts) must be used.
Interprofessional Team for Reducing Emergency Department Waiting Times
Scenario: The chief executive officer (CEO) has identified a priority in the healthcare system. The goal is to reduce Emergency Department waiting time for non-emergent patients. You have been given the task of creating an interprofessional team to address this clinical issue.
Identify the people you will ask to be part of the team. Include the department that each person represents.
Share your action plan to develop a sense of belonging among the interprofessional team members.
Is the current culture conducive to the development of interprofessional teams? Why or why not?
What are some characteristics essential to fostering a productive team environment?
What role do culture, values, social behaviour and customs play in fostering interprofessional team development?
How can you as a nurse leader contribute to an organizational culture that promotes and rewards collaboration?