Q320 English Literature

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Answer:

Collaboration means working together in harmony as a team to achieve set goals. This is whereby every member’s ideas equally put into consideration, with no nepotism or biasness for them to come to the conclusion of their burning issue. This promotes peace, harmony and teamwork amongst people. Person centered care would simply mean giving service to people according to their will to suit their needs more than the source of the service would like to benefit.

As much as collaboration is of essence, it can succeed and work smart in an institution while in other cases they try to collaborate and it fails, or they achieve it for a short period of time and fail to maintain. This is due to some reasons. To begin with, some of the factors that may enable collaboration to be achieved and work include; choosing the right clients and understanding the clients and stakeholders dealing with. This requires the leading team to know the needs of their clients and how to deal with them ensuring that they meet the clients’ needs causing no harm to them and let them feel satisfied.

Secondly, there must be unity amongst the target group. The members should be able to come to an agreement and again working as a team. When discussing a certain issue, everyone’s opinion should be put to consideration and acted upon, until they come to an agreed conclusion (Jones and Stanley, 2008). When this is practiced the members feel that they are fairly and equally treated and each one of them is of importance hence enabling them to have peace, unity amongst themselves and work harmoniously.

Thirdly, all partners should work for common goals. For people to collaborate, they have to recognize that interdependence is required. What one can achieve alone when they come and reason together they achieve it easily and with convenience? The goals to be attained should be uniform for all members and each one should be aware of them (Thistlethwaite et al, 2013). most of the times these goals are put in a booklet and each one of them is issued with a copy, and some of them written on a notice board which is put in a strategic place such that anyone who passes there is able to see them and remember.

Fourth, the partners should be willing to work with the leaders that they have. Actually they should support them in each aspect. When a mistake is spotted or somewhere the leader is going astray it should be solved in the right manner and peacefully (Anderson, 2009). The leader should also offer the right service to their clients and show willingness to be corrected. The rest of the partners too should be committed to their work mostly when it comes to punctuality and loyalty. The leaders should learn how to appreciate their workers. This motivates the workers to do an extra mile in achieving the set goals. Also the leaders should be appreciated of their good leadership too. Even a word of mouth like, well-done, good job, keep up, makes one feel appreciated.

In addition, the employees should be paid relatively good wages such that they can manage their living standards. They should also be paid in the agreed time; there should be no delays (Angeliniet al, 2012). And a good employer –employee relationship should be felt (Ansell and Gas 2008). The employees should be treated fairly. There should be asset of rules and regulations to be followed by each one of them failure to which equal consequences is faced (Alkhateeb et al, 2009). For example some employees want to leave working place earlier than expected to attend to their personal matters which is not good while others want to absent themselves from work with no permission, instead there should be the procedure to follow when one needs a day off or a sick leave. There should be trustworthy, such that no suspicion in either of the parties. Some partners tend to think that the leaders are benefitting from the firm’s funds which are not true. While on the other hand the leader tends to think that their employers are cheating to get a day off. To avoid these, each entire member should be trustworthy (Dow et al, 2013). Lastly something that needs not to be ignored is the employees’ relationship amongst themselves. There should be no bullying of some of the employees by their colleagues. If any, should be reported to the authorities with immediate effect and action taken to discipline them and by so doing this behavior is discouraged.

On the other side there are barriers for collaboration. They include; Distance and language barrier, when people are separated by distance it becomes a problem to collaboration. Meeting face to face is very essential when intending to discuss some pressing issues of a group (Pittengeret al 2013). This is because everyone’s idea is heard and discussed until you come up with the required conclusion. When some of the members are not able to avail themselves and yet they may be having crucial ideas it means they will be lacking some useful material (Banfield et al, 2009). To some extend other means of communication like through the mobile phone, email or text message would be opted to. But a problem comes in if some of them are not able to communicate in the official language or do not know how to use email for example. Some people may also take long to receive the message and reply to it, hence lead to delayed information which could have been used.

Secondly there is diverse goals and disunity. Lack of common goals can make collaboration difficult. When partners are not uniting it means they don’t work harmoniously and they are never willing to come together and have an agreement for common goals. This may be brought about by unfair treatment of the workers (Schadewaldt et al 2013). Some people are the boss’ favorite, in case of any issue they are the only ones consulted. This makes the other colleagues feel inferior and they start hating their leader and the favored one.

Collaboration makes people to brainstorm as they are trying to think to find the solution to their problem and they also feel that they have equal partaking because each one of them is given chance to say their opinion (Jeffries, et al, 2008). Collaboration is actually of great importance. First it leads to solving problem. When there is any problem, the group is called to sit together and participate in giving ideas of how to solve that problem and lastly come up with the solution. They find it easier to do it as a group than an individual.

Employees are able to learn some new skills from their colleagues. They see how they reason how out and handle different problems. This helps them improve also on their side. Collaboration creates a peaceful working environment and job satisfaction enabling people to stay for long in the same working area (Mickan, et al, 2010). Partners analyze themselves and find that they can still continue working there for a longer period. Collaborating enables groups to finish their projects in good time and meet deadlines. With a good number of clients you can share different tasks to different people who have the capability to handle it. This enables them to finish the project in less time.

Person centered care has some elements. They include person and family engagement-this is whereby the family of the person should also be aware so that they can give social, moral and financial support if any needed. For example in the case of an HIV victim client, their family should also know how to handle them, not to isolate them, and also provide for them what is required as they show them love. Secondly, care-those clients need to be taken care of (Gittell, et al, 2013). For instance the HIV-infected ones need to be reminded to take their meals and medication as well. Some feel bored and rejected but there should be someone to keep them busy may be by storytelling. Thirdly, process-these are the steps to be followed for them to experience an improvement or change in condition. Fourth, environment-this refers to the surrounding in which the client is living in. They should have conducive environments to live in. for example, clean compound and noise pollution should be minimized.

Fifth, there is activity and recreation. These clients should also engage themselves in some helpful activities and also have recreational ones as part of their exercise. For example, they can play football; participate in walks and also planting trees (Schmitt, et al, 2011). Sixth, leadership-for the whole process to go on well, there must be a strong leader who does not allow biasness. These leaders are able to model the affected families to catch up with what is necessary. Lastly, staffing-for personal centered care to run well there must be trained staff .This staff should have a friendly relationship with the clients.

 Some of the approaches to deal with Person centered  care include; Self -managed care, this is whereby the client is given a long term advice and use that advice to manage themselves and learn to be independent (Clark et al, 2009). For example an HIV-AIDS victim is given advice on how to live without infecting other people, the type of foods they should eat and how to take their medication without failure. Though HIV-AIDS has no cure, when they follow this advice their condition improves. They will only go back for more advice maybe when their medicine is finished and they need some more (Suter, et al, 2009). There is also shared decision making, this is where by the client needs someone else to assist choosing the right way to go. For example some HIV patients are not willing to take medication but the help of the doctor they at long last accept to take the medication after knowing its importance. Third there is a record access; this is where one is able to have a review of what was recorded in last appointment and how to improve on it (Orchard,et al, 2010). We have personal health budget. This is the amount of money that the client is expected to use .The individual is assisted by the local clinic to come up with it. There is also digital health where one is able to access their appointments online without visiting any clinic or hospital. Lastly, we have health literacy whereby one should be aware of their status so that they can know how to control their living habits. For example before having an HIV test one is counseled incase their test shows negative, how they should they relate with those infected and how to protect themselves from contacting the virus.

Person centered care is important. It helps people meet their different needs. For example one is a drug addict and would like to control and stop it, others have mentally or physically challenged and they all need assistance (Moyerset al, 2014). It helps the clients decide on which service they want to be offered, and when to get them. It also enables the staff to listen to their clients problems and assist them by giving them the necessary advice. They also allow the clients to express their experiences and give opinions then they put them to consideration (Barron et al, 2009). The staff by seeing that they have done their best from their knowledge and experiences they feel happier and find it easy to continue working in that organization. For example they were dealing with drug addict client then after some time the client is drug free, the staff is so happy for their work bore fruits.

To conclude with, collaboration is very important in every aspect. This is because two minds reasoning together are better than one mind. They have a pool of ideas to consult and end up with effective answer. Collaboration also triggers brainstorming, pooling of talents and strengths, speed up solutions and development of skills. Person centered care is also good. It has helped many people get solutions to their problems, others get advice and also others get people to whom they can share their experiences with. For a problem shared is halfway solved. It meets people’s needs and expectations, improves clinical outcomes, increasing staff satisfaction and morale, and also responds to national policy by; improving peoples experience of care and individuals participating in their own treatment and care. It is therefore advisable that people work together as a team to solve burning issues together.

References:

Alkhateeb, F.M., Unni, E., Latif, D., Shawaqfeh, M.S. and Al-Rousan, R.M., 2009. Physician attitudes toward collaborative agreements with pharmacists and their expectations of community pharmacists’ responsibilities in West Virginia. Journal of the American Pharmacists Association, 49(6), pp.797-803a.

Anderson, H., 2009. Collaborative practice: Relationships and conversations that make a difference. The Wiley-Blackwell handbook of family psychology, pp.300-313.

Angelini, D.J., O'Brien, B., Singer, J. and Coustan, D.R., 2012. Midwifery and obstetrics: twenty years of collaborative academic practice. Obstetrics and gynecology clinics of North America, 39(3), pp.335-346.

Ansell, C. and Gash, A., 2008. Collaborative governance in theory and practice. Journal of public administration research and theory, 18(4), pp.543-571.

Banfield, V. and Lackie, K., 2009. Performance-based competencies for culturally responsive interprofessional collaborative practice. Journal of interprofessional care, 23(6), pp.611-620.

Barron, B., Martin, C.K., Mercier, E., Pea, R., Steinbock, D., Walter, S., Herrenkohl, L., Mertl, V. and Tyson, K., 2009, June. Repertoires of collaborative practice. In Proceedings of the 9th international conference on Computer supported collaborative learning-Volume 2 (pp. 25-27). International Society of the Learning Sciences.

Clark, C.A. and Smith, P.R., 2009. Promoting collaborative practice for children of parents with mental illness and their families. Psychiatric Rehabilitation Journal, 33(2), p.95.

Dow, A.W., DiazGranados, D., Mazmanian, P.E. and Retchin, S.M., 2013. Applying organizational science to health care: a framework for collaborative practice. Academic medicine: journal of the Association of American Medical Colleges, 88(7), p.952.

Gittell, J.H., Godfrey, M. and Thistlethwaite, J., 2013. Interprofessional collaborative practice and relational coordination: improving healthcare through relationships.

Jeffries, P.R., McNelis, A.M. and Wheeler, C.A., 2008. Simulation as a vehicle for enhancing collaborative practice models. Critical Care Nursing Clinics of North America, 20(4), pp.471-480.

Jones, M. and Stanley, G., 2008. Children’s lost voices: ethical issues in relation to undertaking collaborative, practice?based projects involving schools and the wider community. Educational Action Research, 16(1), pp.31-41.

Mickan, S., Hoffman, S.J., Nasmith, L. and World Health Organization Study Group on Interprofessional Education and Collaborative Practice, 2010. Collaborative practice in a global health context: Common themes from developed and developing countries. Journal of Interprofessional Care, 24(5), pp.492-502.

Moyers, P.A. and Metzler, C.A., 2014. Interprofessional collaborative practice in care coordination. American Journal of Occupational Therapy, 68(5), pp.500-505.

Orchard, C.A., 2010. Persistent isolationist or collaborator? The nurse’s role in interprofessional collaborative practice. Journal of Nursing Management, 18(3), pp.248-257.

Pittenger, A.L., Westberg, S., Rowan, M. and Schweiss, S., 2013. An interprofessional diabetes experience to improve pharmacy and nursing students’ competency in collaborative practice. American journal of pharmaceutical education, 77(9), p.197.

Schadewaldt, V., McInnes, E., Hiller, J.E. and Gardner, A., 2013. Views and experiences of nurse practitioners and medical practitioners with collaborative practice in primary health care–an integrative review. BMC family practice, 14(1), p.132.

Schmitt, M., Blue, A., Aschenbrener, C.A. and Viggiano, T.R., 2011. Core competencies for interprofessional collaborative practice: reforming health care by transforming health professionals' education. Academic Medicine, 86(11), p.1351.

Stelter, R. and Law, H., 2010. Coaching–narrative-collaborative practice. International Coaching Psychology Review, 5(2), pp.152-164.

Suter, E., Arndt, J., Arthur, N., Parboosingh, J., Taylor, E. and Deutschlander, S., 2009. Role understanding and effective communication as core competencies for collaborative practice. Journal of interprofessional care, 23(1), pp.41-51.

Thistlethwaite, J., Jackson, A. and Moran, M., 2013. Interprofessional collaborative practice: A deconstruction. Journal of interprofessional care, 27(1), pp.50-56.

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