From my personal experience, it is pretty much clear now that poor collaboration can result in a lot of inefficiencies that may become a barrier to providing improved healthcare service. Poor collaboration means poor communication which causes a lot of misunderstanding and delay during change management. Collaboration in several kinds of literature has been identified as the capability to work cooperatively with other professionals, build teamwork by sharing responsibilities, embrace complementary roles, and enhance decision-making to carry out the plans (Busari et al., 2017). In my scenario, poor collaboration mostly confused the task assigned, and poor teamwork resulted in the inefficiency of the time for the system to be functional. As poor collaboration tend to prevent the collective awareness of knowledge and skills from all the professionals managing human expertise and resources to effectively implement (Busari et al., 2017).

Poor collaboration reduces the improvements within the organization creating an unhealthy workspace for the individuals and decreasing the satisfaction of the healthcare providers (Gilles et al., 2020). It is likely for the poor collaboration to lead towards poor financial management. This is because healthcare providers may not be able to collaborate with the finance managers for the development of the budget (Wishnia & Goudge, 2021). The financial resources would also be wasted with poor coordination as the implementation would become more time-consuming time and skills making it more costly.

Best-Practice Leadership Strategies

Nursing leaders are important for providing quality care and building a resilient workforce that tends to improve patient outcomes (Wei et al., 2019). The most effective leadership style would be the transformational style which promotes effective communication, improves morale, and increases productivity. They tend to inspire the workforce and provide motivation to enhance their performance by working in the organizational interests (Specchia et al., 2021). Such a leadership style is effective for change, especially in the scenario of new technology like EHR being implemented.

Another leadership style that leaders can promote is being authentic. This strategy tends to make the approach of leadership more authentic and honest with a direct approach (Specchia et al., 2021). The strategy will help in creating requisite awareness among patients and improve the interprofessional communication between health professionals. Such leaders follow transparent, ethical, and non-authoritarian behavior patterns promoting an open share of information (Specchia et al., 2021). These strategies can enhance collaboration and communication amongst the workforce and allow effective management of financial and human resources.

Best Practice Interdisciplinary Collaboration Strategies

Interdisciplinary collaboration strategies are important to improve the delivery of patient-centered care and any implementation of changes taking place within the organization. Competency frameworks can be established to assure that the best strategies are being implemented. There is a competency framework by Sunnybrook that has six competencies of the best collaboration strategies consisting of enhanced communication, shared decision-making, reflection, role clarification, interprofessional conflict resolution, and interprofessional values and ethics (McLaney et al., 2022). Other important collaboration strategies would be weekly interprofessional meetings, the use of communication tools, and promoting trust and respect among the workforce (Vatn & Dahl, 2021). Such strategies would bring professionals like doctors and nurses together for effective communication and better facilitation of services.

Reflection

Busari, J., Moll, F., & Duits, A. (2017). Understanding the impact of interprofessional collaboration on the quality of care: a case report from a small-scale resource-limited health care environment. Journal of Multidisciplinary Healthcare , Volume 10 , 227–234. https://doi.org/10.2147/jmdh.s140042

Gilles, I., Filliettaz, S. S., Berchtold, P., & P