Welcome to Module one, has we consider the who, what, when, where, and why of Leadership in Interprofessional Informatics. As we discussed in previous courses, nursing informatics leaders need both content expertise, in current informatics topics, and diverse leadership skills that can be applied as needed in different situations. We also need awareness of our own nursing informatics culture and perspective. So that we can be aware and sensitive, to similarities and differences across the health and technology professions, with whom we join, as we tackle interprofessional Informatics projects, and leadership. The objectives are: describe culture, as it pertains to interprofessional informatics leadership, to increase awareness of the critical need to understand multiple perspectives. Define the term interprofessionality, to support the development of an interprofessional informatics leadership skill set. Define the value proposition of Interprofessional Leadership and Informatics to support future policy decisions. Explain the core competencies expected to support interprofessional practice and teamwork, to deepen leadership insights in interprofessional informatics. Describe how the competing values framework supports knowledge management, and interprofessional informatics practice, to achieve collective impact in health care contexts. I learning activities include video recordings, and readings, and a discussion, and quiz. Let's start with who. When we consider who in leading interprofessional informatics, there are many possibilities. Nursing informatics leaders are likely leading in a team environment, with members or co-leaders from one or more other professions. Are who may vary by team, we are likely to have engineers and informatics experts along with health professionals, and indeed we will have better outcomes if we do. In this interprofessional informatics leadership context, we use the Smith's definition of workplace culture. The complex patterns of ideas, emotions, and observable manifestations, behaviors, and artifacts, that tend to be expected, reinforced, and rewarded by, and within a particular group. Their model represents several dimensions in which culture may differ. Each profession, has its own perspective or culture. Explored the assigned readings to see if you are agree, with the literature regarding your professional culture or others. This is cultural competence, the ability to reduce the risks, and maximize the opportunities inherent in cultural differences and similarities. Furthermore, we need to be aware of the human tendency to stereotype others, and avoid doing so even as we seek to define and understand cultural tendencies. To get a sense for your culture, consider these questions. Do you feel at home in your culture? What are the attributes of your culture that make you fit in? Do you feel at home in your interprofessional teams and experiences? Why or why not? We are all part of many levels of culture. The cultural orientation levels described here, likely apply to each of us as health professionals and informaticians? Our professional culture, in my case that of a nurse, may fit within identity group, or a functional culture. Explore the articles in this website to consider how you may relate to these culture levels and others. When we think of all the ways that cultural differences may impact, and challenge successful interaction. It becomes clear, that we must give attention to cultural understanding, if we want to succeed into professionally. Leaders need to be aware of behavioral gaps, and understand how to interpret interaction styles, as well as cognitive gaps, in how we think and make sense of situations, or thinking styles. Further, we need to be aware of how we, and others perceive an experience ourselves in the world. To understand sense of self. This awareness will enable us as leaders, to be open to understanding the ways we can work together, as inter-professional leaders, or provide leadership to interprofessional teams. Let's take a moment to reflect on self-awareness. Given the Cultural Orientations Model's three-dimensions, reflect on your interaction style, thinking style, and sense of self, relative to your current workplace, and other interprofessional informatic leadership opportunities. How is cultural sensitivity needed? Next, let's consider the what of leadership in interprofessional informatics. Scholars define interprofessionality, as the development of a cohesive practice, between professionals from different disciplines. It is the process by which professionals reflect on, and develop ways of practicing, that provides an integrated, and cohesive answer to the needs of the client, or family, or population. This emphasis on the notion of being cohesive, seems to imply that we are invested in forming a united whole, instead of simply representing our tribe at the table. Leadership of a united whole, based in inter professionality requires the vision of this unity, and the commitment to achieving it. A study of Interprofessional Leadership competencies in healthcare identified six competencies that build, on the competing values framework for Interprofessional Leadership. The findings emphasized the importance of communication, as a way to reach shared understanding. Self knowledge, and the knowledge of others professions. That teamwork leadership, and negotiation skills are essential. This aligns with the notion of cultural sensitivity communication, as key, and points to the need for a diverse leadership skill set. Recall the set of leadership skills we have studied throughout the nursing informatics leadership specialization, based on the competing values framework. Each professional culture, likely has its own perspective regarding the four quadrants, and their features. Thus we can imagine the complexity in layers that may challenge us, as we lead into professional projects and teams. Next, consider the when, in relationship to interprofessionality, and culturally sensitive communication in interprofessional informatics leadership. The when is always, from beginning to end, and beyond. We start with developing a common agenda, that is communicated in a way that builds consensus and buy-in. Whether co-leading with other professional leaders, or when leading an interprofessional team. Achieving shared understanding of the purpose, and work plan may be challenging if there are gaps in interaction, or thinking about the project. It is essential to check in about each person's perception of the project's goals, and their roles before going forward. Similar attention to interaction, and thinking through constant, and continuous communication throughout the working phase, will ensure that this shared understanding continues, and working together is effective. Leaders need to share power appropriately as designed or delegated. Finally, measures of success should be established upfront, and communicated clearly as the adage, 'What gets measured gets done', suggests. A leader who communicates clearly, and with cultural sensitivity, will establish and foster positive working relationships, that will continue beyond the project into other opportunities. When we consider why, the main reason is, that informatics is by definition interprofessional. We need many professions expertise is to understand, and solve the complex problems that arise in health care, related to technology and knowledge management. A deeper or more exciting reason may be, that when we work together cohesively, we can expect to achieve better solutions with greater impact, thus together we are more. Having the collective impact of diverse disciplinary perspectives allows interprofessional leaders to achieve outcomes, that are above and beyond, what each discipline can do to achieve a greater good. The theory of collective impact explains this phenomenon, in module 4 Dr. Pesut will go deeper into this theory, and how it aligns with other leadership theories in the contexts, of inter professionality and informatics. I'll close with an interesting quote. How do you manage professionals? You don't. This says, that professionals can self-manage, when given the autonomy to do so. Professionals need leadership that inspires, observes, and really communicates, and has an attitude of service. We must keep in mind that leading is not managing, and that professionals in any discipline are equipped, to self-manage. We will achieve better outcomes, when we respect one another for the perspective, and skills each of us bring to the table. So the who, in the leadership in interprofessional informatics context, will be defined differently for various projects, organizations, and situations. To increase our awareness, and optimize our leadership success, we reflect on these questions. For the cultures within the health, and information technology professionals on your project. What are your shared in different cultural traits? How would you as a leader faster self-awareness, and other awareness? So that you can effectively communicate, and collaborate an interprofessional context. Take the quiz to test your knowledge, before we move on to the next module, about the fundamentals of team science, and applications to team leadership.