Collaboration and leadership reflection video Good afternoon ladies and gentlemen, my name is Jennifer Bruce. I would like to take this opportunity to welcome you to my NURS4010: Leading People, Processes and Organizations in Interprofessional Practice collaboration and leadership reflection video. The intent of this presentation is to: Reflect on an interdisciplinary collaboration experience, noting areas in which it was successful and unsuccessful in attaining desired outcomes. Identify how poor collaboration can attribute to inefficient management of human and financial resources, citing supporting evidence from the literature. Identify best-practice leadership strategies from the literature that would improve an interdisciplinary team’s ability to achieve its goals Outline best-practice leadership strategies from the literature that would improve an interdisciplinary team’s ability to achieve its objectives. Analyze best-practice interdisciplinary collaboration strategies to help a team accomplish goals and work together. All external resources utilized will be cited appropriately. I will begin by providing an overview of my interdisciplinary scenario. While working as medical/surgical nurse for a rehabilitation hospital. I was assigned as a on a team of interdisciplinary trainers responsible for staff training at a newly acquired facility. Most of us had been a part of successful training teams in the past and we knew that there would be challenges. Unfortunately, the challenges faced were unlike anything we had ever experienced. My role was to instruct nursing staff on the policies, procedures, and software used for patient electronic health records (EHR). The new facility was previously a part of a local hospital network. Due to low productivity that department was sold to my organization. Most of the staff present were employed by the previous administration and had their way how they did things. When we first arrived at the facility, we were impressed by the façade of the structure, but noted that their previous logo was emblazoned on the building. Our organization was represented by a footnote on masked head. This should have been an indicator that this process would prove to be difficult, but as leaders we gather facts before making assumptions. While conducting classes with nursing staff there was a definitive split in opinions, some welcomed the changes while others (in leadership) were resistant. Because of this mindset the transition was very difficult. Our team was allocated twenty-one days to assist with the transition, which exceeded the normal sevenday orientation for new hires. Due to their unwillingness to accept change, the transition was not a complete success and their attitude made it difficult for me to work in the last two weeks. In the literature Elise mentioned that she faced long stretches going to work was a chore, and that is exactly how many of us felt during that time.