RUNNING HEAD: Interprofessionalism in Healthcare 1

Interprofessionalism in Healthcare

Miquella Young

Arizona State University

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Interprofessionalism in Healthcare

Interprofessional practices have been neglected up until, "high-risk industries outside of

healthcare, including aviation and nuclear power, have learned…that effective teamwork is

essential for safe performance" (Leonard & Frankel, 2011). Concrete strategies, like 7-minute

huddles, guide change management and promote daily goal-setting. Proactive debriefings and a

culture of safety are also key players of any effective healthcare team. Articles by Leonard &

Frankel and Stewart & Johnson guide the following assessment of sustainable interprofessional

practices in emerging integrative healthcare settings.

In Stewert and Johnson’s Article, “Huddles: Improve office efficiency in mere minutes,”

huddles create a framework for daily goal setting (2007). Often, healthcare teams operate on the

same principles day in and day out, expecting their work to magically become more efficient and

more reliable with only an intention. Members of healthcare teams may be overwhelmed with

the number of patients they move through the office, but a daily goal can stand as a guideline for

consistent decision-making. The team huddle creates an office-wide goal so that members no

longer feel that they are operating alone, but within a team. I learned that daily goal-setting can

allow for trust and reliability within teams, making them more efficient in their delivery of care.

A mutual goal eliminates inconsistencies and problems with data recording, patient management,

and the misconception that everyone is already on the same page.

The implementation of daily huddles into the workplace is a great mechanism for

introducing change. A small change in the team dynamic, like this five-minute daily practice, can

open team members to a model of interprofessionalism that is always growing and evolving for

the better. Change is scary. The reason that most patients visit healthcare facilities in the first

place is because of some dramatic shift in their health. If caregivers can understand change
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within the facilities, they will be more likely be able to manage their patient’s changes; once the

caregiver has a healthy relationship with change internally and in the workplace, they will be

able to pass that knowledge on to their clients. The formation of huddles is a simple task, but

holds the potential to, “plan for changes in the daily workflow, manage crises before they arise

and make adjustments that improve patients’ access and staff members’ quality of life" (Stewart

& Johnson, 2007). The complications to consider include, finding the most convenient time of

day to meet, including the physician, keeping a checklist, and remembering to keep the huddle

time under seven minutes. I now understand that huddles are a great way to introduce change

into a team that might otherwise be static.

Another quick and efficient method of communication in busy healthcare environments

are debriefings, which can take team members out of their innate tendency towards “tunnel

vision.” As Leonard & Frankel share in their article, “Role of effective teamwork and

communication in delivering safe, high-quality care,” debriefings are simply one to two minutes

where team members can regroup to establish a common mentality and ensure resources are

attainable and distributed properly (2011). This ensures that each patient is getting exactly the

care they need. It creates a system of checks and balances to reduce provider errors. In one

healthcare unit, “the implementation of perioperative surgical briefings…was associated with a

31% reduction in intraoperative delays” (Leonard & Frankel, 2011). I found it interesting that

anticipation of future complications, outcomes and risks increased the likelihood of positive

patient outcomes. This form of structured communication paves the way for team members to

see the situation independent of their personal interests, since the time frame is designed to share

only what is necessary and to value others’ time.

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Sharing in these debriefing sessions is only effective if members feel safe to share any

uncertainties or emergencies with their team. Although, “historically medicine has a culture

where ‘skilled practitioners do not make mistakes’” (Leonard & Frankel, 2011), the new shift is

toward a culture of neutrality and equality. There is still a struggle to include physicians in open

communications like the huddle and debriefing sessions; however, teams realize they are only as

effective as their least engaged team member. Client experiences with teams who create an

ambiance of comfortability with each other will also feel comfortable in sharing their questions

and concerns without fear of judgement. I learned that the biggest challenge in

interprofessionalism is getting everyone together, but a culture of safety may be the first step in

that unification.

Through Leonard & Frankel and Stewart & Johnson’s articles,’ I learned about the

effectiveness of daily goal setting and change implementation. I understand that effective

interprofessionalism stems from a culture of structured communication and psychological

security. Without these elements, among other lessons of critical language and effective

leadership, interprofessional teams in healthcare would remain lost in the complexities and

timely pressures of caregiving.

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References

Leonard, M. & Frankel, A. (2011). Role of effective teamwork and communication in delivering

safe, high-quality care. Mount Sinai Journal of Medicine, 78:820–826.

Stewart, E., & Johnson, B. (2007). Huddles: Improve office efficiency in mere minutes. Family

Practice Management, 14(6), 27-29.