While on my pursuit of a DNP degree, I have done a significant amount of research, observation, clinical time all to broaden my scope of understanding and strengthen my knowledge. There is an inconsistency in the interprofessional collaboration among physicians and mid-levels. Each department observed has a different way of collaboration some using independent models while others use a shared model and yet others a combination. The organization does not have a standard modeling system but instead each department using the system that best fits. I understand that some providers have worked together longer and may have a better understanding of the others strengthens and weakness and may have built trust over many years. The specialty seems to define how departments collaborate from my observations. There is no one size fits all to modeling. From the stance of a nurse practitioner, I work in a practice that is specialized and I have a consulting physician. However, a vast majority of the decision-making falls independently because all the providers are so busy. While, I enjoy independent practice it certainly has its downfalls. It is often difficult to find my collaborating physician when a question/concern arises. Also, when going to discuss a treatment change the physician seems too busy to have time to answer my question or acts disconnected. I feel to better improve interprofessional collaboration providers should meet at the end of the workday briefly to discuss any issues. There needs to be a strong working and trusting relationship among physicians and NPs to provide safe quality care.
Another issue observed was the lack of mentoring given to new employees. While each organization has their own way of mentoring employees, I have found during my clinical rotations that many new employees are not receiving the education, skills, and training required to perform their job successfully. The current shortage of healthcare workers has put a strain on healthcare organizations. The shortage of employees makes training new employees more difficult and often the planned extent of training is cut short due to the demand of staff need. This leaves new employees at a disadvantage because they are expected to perform tasks correctly but may not have the full training to do so. By not training new staff correctly puts patients’ safety and health at risk for treatment mistake, medication error, procedure harm, and injury. I feel this is an ongoing issue in healthcare, even when I was working as an inpatient registered nurse the training was minimal and the expectations of care standards were high. To improve this issue, I feel that a 6-month training for all new registered nurses should be standard. This training should be in-depth as nursing school will not provide all the necessary skills to perform their jobs successfully. Also, new providers should have mentoring programs so they can learn and evolve into excellent healthcare providers. The sink or swim mentality may work for a handful of individuals, but the majority will fail or feel so overwhelmed that they will look for other positions.Tags: Mentor