NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Phillip April 18, 2024 No Comments

Interdisciplinary Plan Proposal

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Name

Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interdisciplinary Plan Proposal

This proposal seeks to address the prevalent issue of communication gaps within the nursing department of HCA healthcare organization. The plan, strategically designed for implementation within this department, aims to enhance internal communication for more efficient and effective patient care. The desired outcome of this initiative is to foster a harmonious work environment, improve patient outcomes, and boost overall organizational efficiency.

Objective of Proposal

The objective of this interdisciplinary plan is to implement an evidence-based communication system that would stifle the current communication gap within the nursing department. Our aim is to foster seamless multidisciplinary communication, reducing miscommunications and thereby enhancing patient care quality. This improvement objective aligns with recent evidence suggesting that effective interprofessional communication leads to improved patient outcomes and organizational efficiency (Wosik et al., 2020).

Question and Predictions

How will the implementation of an evidence-based communication system impact miscommunication rates within the nursing department of HCA healthcare?

We anticipate a reduction of at least 30% in miscommunication rates within the first six months of implementing the new system as the team gets used to the new protocols.

What changes can we expect in patient care quality with better communication across interdisciplinary teams?

We predict a 20% increase in measures of patient care quality, such as patient satisfaction scores and lowered readmission rates, within the first year post-implementation.

How will the new communication model affect overall team cohesion and job satisfaction levels?

Based on the literature on improved communication and team dynamics, we expect an increase in team cohesion by around 25% and a 15% improvement in job satisfaction scores after the first year of using the new system.

What impact will the communication system have on resource utilization in the hospital?

We project a reduction in resource waste by about 15% due to enhanced coordination and less duplication of tasks following the introduction of the new communication system.

Change Theory and Leadership Strategy

The chosen change theory is Kotter’s 8-Step Change Model, which outlines a series of steps to effectively implement organizational changes. The first step is to create a sense of urgency by explaining the necessity and importance of the change. The second step involves forming a guiding coalition, which is an interdisciplinary team with effective leaders. The third step is to develop a clear change vision based on the desired outcomes and predictions. The fourth step emphasizes the vital role of communicating the vision to all involved parties. The fifth step involves addressing obstacles and concerns to ensure successful implementation, which may include providing training and encouraging feedback.

The sixth step focuses on creating short-term wins and recognizing early adopters to further motivate the team. The seventh step is about building on the change’s momentum to drive continuous improvement. Finally, the eighth step emphasizes making the change stick by reinforcing success through feedback and celebration, creating a new culture of communication. Mary Free Bed Rehabilitation Hospital, Kotter 8 step change model led to a culture of interdisciplinary collaboration and an increase in patient-centered care. Staff had regular forums to share ideas, promote collaboration, and raise any issues, contributing to significant improvements in patient outcomes (Frandson et al., 2019).

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Regarding the leadership strategy, Transformational Leadership is deemed suitable. This approach relies on charismatic and influential leaders to inspire and motivate the interdisciplinary team. It also encourages individual consideration and values creative solutions from team members, fostering a collaborative environment. At Johns Hopkins Hospital, a communication improvement initiative was set using Lewin’s change theory and transformational leadership. This initiative resulted in decreased discharge times and improved patient safety (Mickan et al., 2020). These change theory and leadership styles will define a clear vision and sense of urgency, recognize individual and team efforts, and will promote a shared effort to enhance collaboration and facilitate successful plan implementation (Gruses et al., 2019).

Collaboration Strategy

In order for an interdisciplinary team to achieve the plan’s objective, strategic collaboration is imperative. With a focus on communication gaps, the team needs to foster a collaborative environment characterized by open, respectful, and transparent communication to mitigate these gaps. Literature has revealed a few best practices for interdisciplinary collaboration. Foster an environment where team members can freely express their thoughts, share information, and clarify doubts. All team members should participate in decision-making, ensuring a balanced representation of each discipline’s views. Respect others’ expertise and develop trust, fostering a positive and conducive work environment (Schot et al., 2020). The provided example showcases an interdisciplinary collaboration where different organizational roles play distinct functions. Leadership and administrators are primarily responsible for the acceptance of the communication system. They are also responsible for allocating resources in collaboration with the resource department of the hospital.

Furthermore, clinical instructors will ensure to provide adequate training and education to the healthcare professionals for collaborating and fostering a shared-decision making environment. Healthcare professionals must improve their inter-collaborative practices with other providers, patients, and their families. The Quality Assurance department overlooks the effectiveness of this communication system and brings improvements in the healthcare facility for sustainability. Considering these, it is evident that the key to successful teamwork is not just collaboration but effective and strategic planning that considers the specific needs of the team in line with the organization’s overall strategy. Hence, the implementation of these collaboration practices should be modified to fit the unique requirements of the interviewee’s organization, promoting success in achieving the plan’s objectives (Foronda et al., 2020).

Organizational Resources and Financial Budgeting

To ensure the success of the plan proposal, several organizational resources, including a financial budget, should be considered. To manage and implement the plan, full-time dedication of leaders is required, which constitutes their salary of $80,000 per year. The salaries for other team members will be $30,000 per year per member. Considering the digital nature of the project, the acquisition of software licenses, and data servers will approximately cost $20,000. Additionally, maintenance of these resources will cost around $5,000 yearly. Access to sensitive patient data, necessary to monitor and improve health outcomes, may require subscription to health data systems or hiring of data managers. NURS FPX 4010 Assessment 3– Interdisciplinary Plan Proposal.

These costs are estimated at $10,000 for the first year. The total budget for year one would be approximately $245,000, including staff salaries, equipment acquisition, maintenance and operational costs. If the plan is not undertaken, the current issues may persist or worsen, impacting patient outcomes, staff morale, and the organization’s reputation. Moreover, it may lead to hospital readmissions and penalties for non-compliance with health regulations, which may estimate for $500,000 annually. Hence, investing in this plan could potentially save the organization financially and safeguard its reputation in the long run (D’Amour & Oandasan, 2020).

References

D’Amour, D., & Oandasan, I. (2020). Interprofessional collaboration models for consideration. Journal of Interprofessional Education & Practice, 20. https://doi.org/10.1016/j.xjep.2020.100353

Foronda, C., MacWilliams, B., & McArthur, E. (2020). Interprofessional communication in healthcare: An integrative review. Nurse Education in Practice, 26, 10-20. https://doi.org/10.1016/j.nepr.2016.02.008

Frandsen, B. R., Joynt, K. E., Rebitzer, J. B., & Jha, A

. K. (2019). Care fragmentation, quality, and costs among chronically ill patients. The American Journal of Managed Care, 21(5), 355-362. https://doi.org/10.3968/j.ans.1925-405x.2012.01.005

Gurses, A. P., Tschudy, M. M., McGrath-Morrow, S., Husain, A., Solomon, B. S., Gerohristodoulos, K. A (2019). Overcoming COVID-19: Addressing the perception of threat and mobilizing protective resources. Journal of Patient Safety and Risk Management, 24(2), 57–62. https://doi.org/10.1177/2516043520920440

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Mickan, S., Till, A., & McKimm, J. (2020). Effective healthcare team communication and collaboration: The role of patient-centeredness. Journal of Interprofessional Care, 34(3), 416-423. https://doi.org/10.1080/13561820.2019.1704988

Schot, E., Tummers, L., & Noordegraaf, M. (2020). Working on working together. A systematic review on how healthcare professionals contribute to interprofessional collaboration. Journal of Interprofessional Care, 34(3), 332-342. https://doi.org/10.1080/13561820.201

Wosik, J., Fudim, M., Cameron, B., Gellad, Z. F., Cho, A., Phinney, D., & Tcheng, J. (2020). Telehealth transformation: COVID-19 and the rise of virtual care. Journal of the American Medical Informatics Association. https://doi.org/10.1093/jamia/ocaa06