NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Hi! Everyone, My name is____, and in this reflection video, I will delve into the pivotal role of interprofessional collaboration in emergency preparedness and response within hospital settings. Through an in-depth analysis of the case study presented, I will unravel the intricacies of teamwork among emergency hospital personnel. By examining the challenges faced, This assessment aims to emphasize the value of effective collaboration in ensuring timely and appropriate care for patients during crises. By listening to different healthcare professionals, the hospital management can improve coordination among them. This approach will help them take care of patients more thoroughly.

Interdisciplinary Collaboration Experience

As a practicing nurse, I am actively engaged in emergency preparedness and response within our hospital setting. I joined an interprofessional initiative aimed at refining our strategies. Throughout this collaborative effort, we encountered both successes and challenges, underscoring the significance of reflective nursing practice in evaluating and enhancing our team’s performance. In our emergency preparedness endeavors, interdisciplinary collaboration involves a range of professionals, including emergency physicians, nurses, paramedics, public health officials, and hospital administrators. Together, we collaborated on devising and executing plans tailored to address the urgent needs of patients during crises.

Successful Aspects of Interdisciplinary Collaboration

In our examination of emergency preparedness and response, we have uncovered several instances where interdisciplinary collaboration has proven highly successful. Through the concerted efforts of emergency physicians, nurses, paramedics, public health officials, and hospital administrators, our team has effectively navigated crises with remarkable efficiency. Dr. Naomi Kim, who is a Public Health Official, shares with us that clear communication channels have played a vital role. These channels ensure seamless information flow and enable prompt responses to emergency citations  (Capella University, n.d.). We have minimized confusion and streamlined decision-making processes by aligning our goals and establishing standardized protocols across departments.

It has led to swift and effective actions during critical situations. Additionally, our proactive approach to resource allocation has ensured that essential supplies remain readily available. This approach has enhanced our ability to supply optimal aid to patients. Adaptability and continual training have further strengthened our collaborative efforts. It has empowered us to adapt quickly to evolving challenges and maintain high standards of care delivery. In a culture of collaborative problem-solving, healthcare providers are able to innovate solutions to complex issues. It assists in ensuring that emergency response remains agile and effective. These successful collaborations are instrumental in enhancing the hospital’s emergency preparedness and response capabilities (Nguyen et al., 2020).

Unsuccessful Aspects of Interdisciplinary Collaboration

In our analysis of emergency preparedness and response within the hospital setting, we encountered several challenges that impeded the effectiveness of interdisciplinary collaboration. One significant issue was the lack of standardized protocols across departments, leading to confusion and delays during critical situations. This inconsistency in guidelines compromised our ability to respond instantly and efficiently to emergencies that impacted patient care. Nurse Izzy Rodriguez told us that resource allocation also emerged as a challenge, with shortages of essential supplies such as IV fluids compromising our ability to provide timely care to patients  (Capella University, n.d.).

Additionally, despite efforts to establish clear communication channels, there were instances where real-time information dissemination fell short, resulting in delays in responding to evolving emergencies like floods and Hurricane Delta. Inconsistencies in training and education among team members can contribute to confusion and delays in patient care, highlighting the need for ongoing education and standardization of practices. Coordinating with external agencies can pose further difficulties. It can hinder access to additional resources and support during large-scale emergencies (Hung et al., 2021). 

The Role of Reflective Nursing Practice in Improving Future Collaboration

Reflective nursing practice plays a pivotal role in enhancing future collaboration within emergency preparedness and response teams. By critically evaluating past experiences and identifying areas for improvement, nurses can contribute valuable insights to interdisciplinary efforts. Through self-reflection, nurses can foster open communication, address challenges proactively, and advocate for standardized protocols. This reflective approach empowers nurses to participate actively in team discussions, leading to more cohesive and effective collaboration during emergencies (Sillero & Buil, 2021).

Inefficiencies Management of Resources Due To Poor Collaboration 

Effective emergency preparedness and response in hospitals rely heavily on interprofessional collaboration. Recent studies highlight that inefficient collaboration among healthcare personnel can significantly hinder preparedness efforts and can lead to the mismanagement of human and financial resources during emergencies. Hung et al. (2021), state in their study that insufficient human resource management in disaster and emergency response leads to wasted time and productivity loss. Without effective coordination and deployment of personnel, tasks can be duplicated or left unattended, resulting in inefficiencies and delays in essential activities.

This gap in coordination not only hampers the effectiveness of the response efforts but also undermines the utilization of the available workforce. It impacts the timely and efficient delivery of essential services to affected populations. With insufficient coordination, there is a higher burden on the available staff, which increases the likelihood of burnout among nurses and other healthcare providers. This can result in staff leaving their positions and exacerbating the shortage of human resources (Gualano et al., 2021). 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection

A study by Manesh and Burkle (2020), explains the ways inefficient collaboration in healthcare can lead to suboptimal financial resource allocation. Some departments receive excess resources, while others face shortages. This imbalance undermines effective patient care delivery and compromises the efficiency of healthcare services. According to Aristei et al. (2022), ineffective readiness and reception to catastrophes and public health emergencies result in significant societal disruptions and economic burdens.

It includes inadequate anticipation, slow responses, and insufficient coordination, leading to prolonged recovery periods and exacerbated financial consequences for affected populations. For example, there can be financial strain during emergencies. It can force healthcare institutes to divert funds from other departments, impacting long-term projects and infrastructure maintenance. Infrastructure limitations, such as susceptibility to flooding and equipment failures, can compromise healthcare departments’ ability to provide optimal care and contribute to disruptions in patient management  (Bendowska & Baum, 2023).  

Leadership Strategies for Interprofessional Collaboration 

Effective leadership is essential for the success of interdisciplinary teams, especially in cases like emergency preparedness and response in hospital settings, as supported by various studies cited in the literature. Ali et al. (2023), said in their research that transformational leadership can play a crucial role in helping the interdisciplinary team achieve its goals. A transformational leader can inspire team members by articulating a compelling vision for effective emergency management, emphasizing the importance of collaboration and innovation in delivering timely and efficient care to patients during crises.

Hendrikx et al. (2022), explain that transformational leaders raise a culture of trust and empowerment. Such a leader encourages team members to take ownership of their roles and responsibilities, thereby enhancing their motivation and commitment to the team’s objectives. Paganin et al. (2023), said that transformational leadership promotes creativity and adaptability within the team. It allows members to think innovatively and develop advanced solutions to intricate difficulties that arise during emergencies. This approach fosters resilience and enables the team to effectively navigate unsought circumstances and adjust strategies as needed to ensure the best possible outcomes for patients.

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection

Shu and Wang (2021), collaborative leadership emerges as a pivotal factor in achieving interdisciplinary team goals in the context of emergency preparedness and response within hospital settings. By fostering an environment of cooperation, shared decision-making, and open communication, collaborative leaders empower team members to leverage their diverse expertise effectively. Liu et al. (2022), said that this approach encourages active participation from all stakeholders, leading to innovative problem-solving and adaptive strategies during crises.

Through collaborative leadership, interdisciplinary teams can harness the collective strengths of individuals, enhance coordination, and optimize resource utilization. It ensures a more comprehensive and effective response to emergencies while prioritizing patient care and safety(Sherman et al., 2020). The proposed transformational and collaborative leadership strategies will enhance interdisciplinary collaboration by fostering trust, empowerment, and open communication among team members. These strategies will promote innovation, adaptability, and effective problem-solving, ultimately improving coordination and resource utilization during emergencies (Liu, Song et al., 2022).

 Interdisciplinary Collaboration Strategies

For emergency preparedness and response in a hospital setting, implementing effective collaboration schemes will assist the team in attaining their objective and working together more usefully. Regular interdisciplinary meetings should be scheduled, providing a platform to discuss plans, address challenges, and coordinate efforts (Bendowska & Baum, 2023). Cross-training initiatives can be introduced to ensure team members understand each other’s roles and responsibilities, fostering mutual understanding and cooperation during crises (Hedges et al., 2019).

Clear communication channels should be established, utilizing both formal protocols and informal methods to facilitate seamless information sharing among team members (Maghsoudi et al., 2020). Encouraging shared decision-making processes allows input from all disciplines when making critical decisions, promoting ownership and commitment to the team’s objectives (Melo & Alves, 2019). 

 Role clarification is essential to avoid confusion, ensuring that each team member understands their specific duties within the emergency response framework. Building mutual respect and trust among team members enhances collaboration, valuing the expertise and contributions of each discipline  (Liu, Song et al., 2022). Moreover, investing in interprofessional education and training sessions equips team members with the necessary skills to collaborate effectively and understand the intricacies of each other’s roles. Continuous evaluation and improvement of collaboration strategies are crucial, allowing the team to adapt and optimize performance in emergencies (Sherman et al., 2020).

Conclusion 

In conclusion, effective interdisciplinary collaboration is vital for successful emergency preparedness and response in hospitals. Leadership strategies like transformational and collaborative leadership play key roles in fostering cooperation and innovation. Implementing interdisciplinary collaboration strategies such as regular meetings, cross-training, and clear communication channels enhances teamwork. By addressing challenges and optimizing performance through continuous evaluation, healthcare professionals can ensure timely and appropriate care delivery during crises, improving patient outcomes and overall emergency response effectiveness.

References

Ali, H. M., Ranse, J., Roiko, A., & Desha, C. (2023). Enabling transformational leadership to foster disaster-resilient hospitals. International Journal of Environmental Research and Public Health, 20(3), 2022. https://doi.org/10.3390/ijerph20032022 

Aristei, L., D’Ambrosio, F., Villani, L., Rossi, M. F., Daniele, A., Amantea, C., Damiani, G., Laurenti, P., Ricciardi, W., Gualano, M. R., & Moscato, U. (2022). Public health regulations and policies dealing with preparedness and emergency management: The experience of the COVID-19 pandemic in Italy. International Journal of Environmental Research and Public Health, 19(3), 1091. https://doi.org/10.3390/ijerph19031091 

Bendowska, A., & Baum, E. (2023). The significance of cooperation in interdisciplinary health care teams as perceived by Polish medical students. International Journal of Environmental Research and Public Health, 20(2), 954. https://doi.org/10.3390/ijerph20020954 

Capella University. (n.d.). Case study: Interprofessional collaboration for emergency preparedness and response in a hospital setting. Capella University. https://www.capella.edu/ 

Gualano, M. R., Sinigaglia, T., Lo Moro, G., Rousset, S., Cremona, A., Bert, F., & Siliquini, R. (2021). The burden of burnout among healthcare professionals of intensive care units and emergency departments during the COVID-19 pandemic: A systematic review. International Journal of Environmental Research and Public Health, 18(15), 8172. https://doi.org/10.3390/ijerph18158172 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection

Hedges, A., Johnson, H., Kobulinsky, L., Estock, J., Eibling, D., & Seybert, A. (2019). Effects of cross-training on medical teams’ teamwork and collaboration: Use of simulation. Pharmacy, 7(1), 13. https://doi.org/10.3390/pharmacy7010013 

Hendrikx, I. E. M., Vermeulen, S. C. G., Wientjens, V. L. W., & Mannak, R. S. (2022). Is team resilience more than the sum of its parts? A quantitative study on emergency healthcare teams during the COVID-19 pandemic. International Journal of Environmental Research and Public Health, 19(12), 6968. https://doi.org/10.3390/ijerph19126968 

Hung, K. K. C., Mashino, S., Chan, E. Y. Y., MacDermot, M. K., Balsari, S., Ciottone, G. R., Della Corte, F., Dell’Aringa, M. F., Egawa, S., Evio, B. D., Hart, A., Hu, H., Ishii, T., Ragazzoni, L., Sasaki, H., Walline, J. H., Wong, C. S., Bhattarai, H. K., Dalal, S., & Kayano, R. (2021). Health workforce development in health emergency and disaster risk management: The need for evidence-based recommendations. International Journal of Environmental Research and Public Health, 18(7), 3382. https://doi.org/10.3390/ijerph18073382 

Liu, J., Dong, C., An, S., & Mai, Q. (2022). Dynamic evolution analysis of the emergency collaboration network for compound disasters: A case study involving a public health emergency and an accident disaster during COVID-19. Healthcare, 10(3), 500. https://doi.org/10.3390/healthcare10030500 

Liu, J., Song, Y., An, S., & Dong, C. (2022). How to improve the cooperation mechanism of emergency rescue and optimize the cooperation strategy in China: A tripartite evolutionary game model. International Journal of Environmental Research and Public Health, 19(3), 1326. https://doi.org/10.3390/ijerph19031326 

Maghsoudi, T., Pereira, R. C., & Lara, A. B. H. (2020). The role of collaborative healthcare in improving social sustainability: A conceptual framework. Sustainability, 12(8), 3195. https://doi.org/10.3390/su12083195 

Manesh, A. K., & Burkle, F. M. (2020). Disasters and public health emergencies—Current perspectives in preparedness and response. Sustainability, 12(20), 8561. https://doi.org/10.3390/su12208561 

Melo, P., & Alves, O. (2019). Community empowerment and community partnerships in nursing decision-making. Healthcare, 7(2), 76. https://doi.org/10.3390/healthcare7020076 

NURS FPX 4010 Assessment 1 Collaboration and Leadership Reflection

Nguyen, N. H., Subhan, F. B., Williams, K., & Chan, C. B. (2020). Barriers and mitigating strategies to healthcare access in indigenous communities of Canada: A narrative review. Healthcare, 8(2), 1–16. https://doi.org/10.3390/healthcare8020112 

Paganin, G., De Angelis, M., Pische, E., Violante, F. S., Guglielmi, D., & Pietrantoni, L. (2023). The impact of mental health leadership on teamwork in healthcare organizations: A serial mediation study. Sustainability, 15(9), 7337. https://doi.org/10.3390/su15097337 

Sherman, D. W., Flowers, M., Alfano, A. R., Alfonso, F., Santos, M. D. L., Evans, H., Gonzalez, A., Hannan, J., Harris, N., Munecas, T., Rodriguez, A., Simon, S., & Walsh, S. (2020). An integrative review of interprofessional collaboration in health care: Building the case for university support and resources and faculty engagement. Healthcare, 8(4), 418. https://doi.org/10.3390/healthcare8040418 

Shu, Q., & Wang, Y. (2021). Collaborative leadership, collective action, and community governance against public health crises under uncertainty: A case study of the Quanjingwan community in China. International Journal of Environmental Research and Public Health, 18(2), 598. Ncbi. https://doi.org/10.3390/ijerph18020598 

Sillero, A. S., & Buil, N. (2021). Enhancing interprofessional collaboration in perioperative setting from the qualitative perspectives of physicians and nurses. International Journal of Environmental Research and Public Health, 18(20), 10775. https://doi.org/10.3390/ijerph182010775 

Capella 4010 Assessment 4 Stakeholder Presentation

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Stakeholder Presentation

Good afternoon, everyone. Today, I will present a comprehensive plan to address communication breakdowns among healthcare teams in a Riverbend Medical Center (RMC) surgical unit. The objectives of today’s presentation are as follows: 

• I will elaborate on the organizational issue identified in an interview with a nurse at RMC. 
• Secondly, I will explain the significance of addressing these issues for patient safety, care quality, and organizational efficiency.
• I will justify why an interdisciplinary team approach effectively addresses communication breakdowns, underscoring the need for multidisciplinary collaboration to improve patient outcomes and enhance team performance.
• I will summarize the interdisciplinary plan proposal, highlighting the roles of various team members. 
• I will describe the implementation strategy, detailing the efficient human and financial resources management. 
• Finally, I will present an evaluation plan, discussing the outcome measures and how to evaluate them to assess the plan’s success. 

Organizational Issue

This presentation highlights the organizational issue of communication inefficiencies among healthcare teams, particularly in a surgical unit at RMC, identified in an interview with Diana Ryan, a registered nurse at our facility. According to the interviewee, communication breakdowns often lead to miscommunication of critical patient information, resulting in medical errors, interventional delays, and compromised patient safety. Douglas et al. (2021) mention that failing to address communication inefficiencies in surgical settings can lead to adverse events, including wrong-site surgeries and medication errors, which severely impact patient outcomes. Furthermore, ineffective communication among healthcare teams can lead to poor consequences such as health complications, ultimately increasing healthcare costs and reducing patient satisfaction. Moreover, it contributes to increased stress and burnout among staff, exacerbating job dissatisfaction and turnover rates among staff (Street et al., 2020). These consequences compromise patient safety, resulting in financial losses and staff shortages. Thus resulting in poor implications for the healthcare organizations. 

Significance of Addressing the Issue

As primary stakeholders within RMC, you should care about solving this issue to ensure patient safety and deliver high-quality care. Healthcare facilities should continue guaranteeing patient safety and high-quality care by addressing organizational issues. Addressing communication breakdowns will lead to more accurate information exchange, minimal medical errors, and improved patient outcomes. Moreover, enhancing communication will foster a more collaborative and supportive work environment, reducing staff burnout and turnover (Street et al., 2020). This, in turn, can lead to cost savings for the organization by minimizing the financial repercussions of adverse events and the costs associated with recruiting and training new staff. Subsequently, Improving communication within the surgical unit will contribute to a safer, more efficient, patient-centered healthcare environment at RMC.

Relevance of an Interdisciplinary Team Approach

An interdisciplinary team approach, consisting of surgeons, nurses, IT specialists, and a Quality Improvement (QI) team, is the most relevant and compelling to addressing the communication breakdowns at RMC due to the complex and multifaceted nature of the issue. An interdisciplinary team approach fosters collaboration and ensures that all aspects of the problem are addressed. It enables the team to create solutions that are both innovative and grounded in practical realities. By involving stakeholders from different areas of the hospital, the team can develop protocols and technologies that are well-rounded and widely accepted. According to Liu et al. (2021), a collaborative effort is essential for achieving improved outcomes, such as reduced medical errors, enhanced patient safety, and higher staff satisfaction. 

Furthermore, interdisciplinary teams promote a culture of continuous learning and improvement. They facilitate sharing best practices and enable team members to learn from each other’s experiences (Bendowska & Baum, 2023). This approach addresses the immediate communication issues and builds a foundation for ongoing improvement and adaptation. Leveraging an interdisciplinary team’s diverse skills and knowledge will help RMC create a safer, more efficient, patient-centered healthcare environment.

Interdisciplinary Plan Summary 

The interdisciplinary plan proposal for RMC is a two-pronged solution to address communication breakdowns. This includes implementing standardized communication protocols and integrating advanced communication technologies. Standardized protocols will enhance information clarity and consistency by establishing clear, uniform procedures for information exchange. These protocols ensure that all team members follow the same guidelines, reducing the risk of miscommunication and errors (Militello et al., 2023). For example, using standardized handoff protocols like SBAR (Situation, Background, Assessment, Recommendation) ensures that critical patient information is communicated accurately and efficiently during care transitions from preoperative to intraoperative and postoperative care areas.

Similarly, advanced communication technologies, such as Electronic Health Records (EHRs), secure messaging apps, and video conferencing, facilitate instant access to patient information and will streamline information exchange and reduce errors, ultimately improving patient safety and care quality (Sheehan et al., 2021). Achieving this objective will enhance team cohesion and patient care efficiency, improving patient outcomes and increasing staff satisfaction. 

Since the plan is evidence-based and developed using peer-reviewed sources, it will likely succeed in the RMC. Studies have shown that standardized communication protocols significantly reduce errors and improve patient outcomes (Militello et al., 2023). Additionally, advanced communication technologies have been proven to enhance information flow and collaboration among healthcare teams (Sheehan et al., 2021). Moreover, the plan has high predictability for success due to RMC’s culture of innovation and commitment to patient safety. This culture creates a supportive environment for implementing change initiatives. Additionally, the interdisciplinary team’s involvement and stakeholders’ commitment within the organization support the change proposal, promoting collaboration within and across departments. Finally, RMC’s robust infrastructure and access to resources further enhance the likelihood of success by facilitating the implementation and maintenance of new technologies. 

Interdisciplinary Team’s Roles 

The interdisciplinary team comprises surgeons, nurses, IT specialists, and QI personnel. Each member brings unique expertise and perspectives crucial for developing and implementing a comprehensive solution. Surgeons oversee the implementation of standardized protocols and technologies within the department, ensuring consistency in staff practices. On the other hand, nurses will deliver frontline insights into healthcare practices. Moreover, they will train other staff to ensure the plan’s adherence across care areas. IT specialists, bringing expertise in technologies, will handle technological setup, maintenance, and staff training on how to use those machineries. Finally, the QI team will collect real-time data on healthcare practices and communication breakdowns, facilitate feedback, and adjust standardized protocols and technological use as necessary. This structured approach ensures each member contributes significantly to the project’s successful implementation and monitoring.

Implementation and Resource Management

We aim to implement our plan using the Plan-Do-Study-Act (PDSA) cycle, a systematic approach to continuous improvement. A study by Kay et al. (2022) mentions the efficiency of the PDSA cycle in implementing and addressing communication barriers in nursing homes by implementing standardized communication protocols. This study grounds a real-world example for RMC to implement the interdisciplinary plan using this model. The following actions will be performed in each step: 

• Plan: In the Plan phase, the team will develop and establish standardized communication protocols such as the SBAR tool. They will also procure or leverage the existing technologies to upgrade them for communication. This phase includes setting specific goals and outlining key strategies (Katowa-Mukwato, 2020), for example, conducting staff training sessions on the new protocols and technologies. 
• Do: In the Do phase, the team will execute the plan by implementing the protocols and technologies in the surgical unit. Surgeons will oversee the implementation process, nurses will be crucial in training staff on the new protocols and providing ongoing support during the transition, and IT specialists will be responsible for setting up and maintaining communication technologies. 

Capella 4010 Assessment 4

• Study: During the Study phase, the team will collect data on the effectiveness of the implemented changes. This will include gathering feedback from staff and patients, monitoring communication metrics, and assessing any observed improvements in patient outcomes. The data collected will be analyzed to identify areas of success and areas for improvement.
• Act: The team will use the insights gained from the Study phase to make necessary adjustments to the plan (Katowa-Mukwato, 2020). This involves refining protocols based on feedback, providing additional training to staff, and modifying the technology infrastructure. The revised plan will then be implemented, and the PDSA cycle will continue iteratively to drive ongoing improvement in communication practices at RMC.

Human and Financial Resources Management

While our interdisciplinary plan is multifaceted, it requires a pool of resources for the successful execution of the plan. However, we guarantee using human and financial resources effectively through various methods. Our strategy will be implemented through careful scheduling and coordination of staff time. This involves allocating dedicated hours (10 hours per week) for each team member’s involvement in the project, optimizing their contributions while minimizing disruptions to their regular duties. Additionally, we will ensure regular communication and collaboration among team members to utilize resources efficiently and prevent duplication of efforts (Mahdavi et al., 2023). 

Simultaneously, to ensure effective use of financial resources, we have allocated a budget of $120,000, including additional staff salaries based on an extra 10 hours per week per individual. This budget also includes acquiring advanced communication technologies and upgrading existing equipment, ensuring our team has the necessary tools to succeed. Additionally, we have set funds for training materials and sessions to enhance staff competencies in using these technologies effectively. To prevent financial wastage, we will conduct regular audits to monitor expenditures and ensure transparency and accountability in resource allocation, contributing to the success of our communication improvement initiative at RMC (Homauni et al., 2023). This upfront human and financial investment will lay the foundation for improved communication and patient safety at RMC, ultimately leading to greater operational efficiency.

Evaluation

A successful outcome of our communication improvement project at RMC would be significantly reduced communication breakdowns and errors, resulting in enhanced patient safety, improved care quality, and increased staff satisfaction. To measure the success of our project, we will utilize evidence-based criteria derived from the literature. 

1. Initially, we will assess changes in effective communication and medical error rates using pre- and post-implementation evaluations. This quantitative approach, supported by Kay et al. (2022), will offer tangible evidence of enhanced communication practices.
2. Additionally, we will gather qualitative feedback from staff through surveys and interviews to understand their perceptions of the implemented changes (Huebner & Zacher, 2021).
3. Monitoring Key Performance Indicators (KPIs) like patient outcomes, complication rates, and staff satisfaction scores will gauge the overall impact of our project on healthcare quality and employee well-being (Al Rashidi et al., 2020).
4. Regular audits of communication processes and technology usage will provide continual insights into areas for improvement and ensure sustained effectiveness over time.

By evaluating these criteria, we will be able to demonstrate the degree of success our project achieved in enhancing communication practices at RMC and its positive impact on patient outcomes, staff satisfaction, and overall organizational performance.

Conclusion

In conclusion, our interdisciplinary communication improvement plan at Riverbend Medical Center represents a proactive approach to addressing critical organizational challenges. By integrating standardized protocols and advanced technologies in the surgical unit, we aim to enhance communication effectiveness, reduce errors, and ultimately improve patient safety and care quality. Our overarching aim is to study the results from the surgical unit and make necessary changes to apply this plan throughout the organization. We will achieve this goal through systematic implementation, ongoing monitoring, and feedback mechanisms to achieve meaningful outcomes and drive positive organizational change. We are committed to fostering a culture of collaboration and continuous improvement, ensuring that our efforts result in lasting benefits for patients and staff at Riverbend Medical Center. Thank you for your attention and support in this vital endeavor.

References

Al Rashidi, B., Al Wahaibi, A. H., Mahomed, O., Al Afifi, Z., & Al Awaidy, S. (2020). Assessment of key performance indicators of the primary health care in Oman: A cross-sectional observational study. Journal of Primary Care & Community Health, 11, 215013272094695. https://doi.org/10.1177/2150132720946953 

Bendowska, A., & Baum, E. (2023). The significance of cooperation in interdisciplinary health care teams as perceived by Polish medical students. International Journal of Environmental Research and Public Health, 20(2). https://doi.org/10.3390/ijerph20020954 

Douglas, R. N., Stephens, L. S., Posner, K. L., Davies, J. M., Mincer, S. L., Burden, A. R., & Domino, K. B. (2021). Communication failures contributing to patient injury in anaesthesia malpractice claims. British Journal of Anaesthesia, 127(3), 470–478. https://doi.org/10.1016/j.bja.2021.05.030

Homauni, A., Markazi-Moghaddam, N., Mosadeghkhah, A., Noori, M., Abbasiyan, K., & Jame, S. Z. B. (2023). Budgeting in healthcare systems and organizations: A systematic review. Iranian Journal of Public Health, 52(9). https://doi.org/10.18502/ijph.v52i9.13571 

Capella 4010 Assessment 4

Huebner, L.-A., & Zacher, H. (2021). Following up on employee surveys: A conceptual framework and systematic review. Frontiers in Psychology, 12(12). Frontiersin. https://doi.org/10.3389/fpsyg.2021.801073 

Katowa-Mukwato, P. (2020). Implementing evidence-based practice nursing using the PDSA model: Process, lessons and implications. International Journal of Africa Nursing Sciences, 14(100261), 100261. https://doi.org/10.1016/j.ijans.2020.100261 

Kay, S., Unroe, K. T., Lieb, K. M., Kaehr, E. W., Blackburn, J., Stump, T. E., Evans, R., Klepfer, S., & Carnahan, J. L. (2022). Improving communication in nursing homes using Plan-Do-Study-Act cycles of an SBAR training program. Journal of Applied Gerontology: The Official Journal of the Southern Gerontological Society, 42(2), 7334648221131469. https://doi.org/10.1177/07334648221131469 

Liu, P., Lyndon, A., Holl, J. L., Johnson, J., Bilimoria, K. Y., & Stey, A. M. (2021). Barriers and facilitators to interdisciplinary communication during consultations: A qualitative study. BMJ Open, 11(9), e046111. https://doi.org/10.1136/bmjopen-2020-046111

Capella 4010 Assessment 4

Mahdavi, A., Atlasi, R., Ebrahimi, M., Azimian, E., & Naemi, R. (2023). Human Resource Management (HRM) strategies of medical staff during the COVID-19 pandemic. Heliyon, 9(10), e20355. https://doi.org/10.1016/j.heliyon.2023.e20355 

Militello, L. G., Perry, S. J., Roth, E. M., Gürses, A. P., Stewart, M., & Misasi, P. (2023). Creating and communicating effective safety protocols in healthcare. Proceedings of the Human Factors and Ergonomics Society Annual Meeting, 67(1), 639–643. https://doi.org/10.1177/21695067231192251 

Sheehan, J., Laver, K., Bhopti, A., Rahja, M., Usherwood, T., Clemson, L., & Lannin, N. A. (2021). Methods and effectiveness of communication between hospital allied health and primary care practitioners: A systematic narrative review. Journal of Multidisciplinary Healthcare, 14(14), 493–511. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7910528/

Street, R. L., Petrocelli, J. V., Amroze, A., Bergelt, C., Murphy, M., Wieting, J. M., & Mazor, K. M. (2020). How communication “failed” or “saved the day”: Counterfactual accounts of medical errors. Journal of Patient Experience, 7(6), 1247–1254. https://doi.org/10.1177/2374373520925270 

Capella 4010 Assessment 3 Interdisciplinary Plan Proposal

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interdisciplinary Plan Proposal

This proposal addresses the communication breakdowns among healthcare teams at Riverbend Medical Center (RMC), specifically within the surgical unit. The plan seeks to enhance interdepartmental communication and collaboration, improving patient safety and care quality. The desired outcome is a more cohesive, efficient communication system that reduces errors and enhances teamwork.

Objective

The objective is to introduce a two-pronged solution – implement standardized communication protocols and integrate advanced communication technologies. While standard protocols will enhance information clarity and consistency, the technologies will streamline information exchange and reduce errors, ultimately improving patient safety and care quality (Sheehan et al., 2021). Achieving this objective will enhance team cohesion and patient care efficiency, improving patient outcomes and increasing staff satisfaction.

Questions and Predictions

Question 1: How long will it take to implement the proposal? 

Answer: The initial implementation phase will take approximately three to six months, including training and setup. As teams become accustomed to the new protocols and technologies, the integration process will become smoother and more efficient. 

Question 2: What challenges staff may face with the new communication technologies?

Answer: Initially, staff may experience a learning curve, leading to temporary frustration and slower communication. However, these challenges will diminish within the first six months with comprehensive training and ongoing support.

Question 3: How will the new protocols and technologies impact patient care and outcomes?

Answer: New protocols and technologies can initially disrupt patient care. Nevertheless, standardized protocols and improved communication will significantly enhance patient safety, reduce errors, and improve overall care quality. 

Methods to Determine Success 

The literature presents several methods to determine the success of changes within the healthcare environment. Our proposal will use pre- and post-implementation assessments to measure communication effectiveness and error rate changes. Additionally, surveys and interviews with staff can gather qualitative feedback on their experiences and perceptions (Huebner & Zacher, 2021). Furthermore, we will monitor Key Performance Indicators (KPIs) such as patient outcomes, complication rates, and staff satisfaction scores. Lastly, regular audits of communication processes and technology usage will also provide insights into areas for improvement and ensure ongoing effectiveness (Al Rashidi et al., 2020). 

Change Theories and Leadership Strategies

Change Theory 

The Plan-Do-Study-Act (PDSA) model is a change theory that can significantly assist an interdisciplinary team at RMC in collaborating and implementing the proposed communication improvement project. A study by Kay et al. (2022) presents the effectiveness of using the PDSA model in nursing homes to implement standardized communication protocols (SBAR). This approach helped improve communication barriers and increase staff perceptions of effective communication. This study has a real-world connection with RMC, where the team can use the PDSA cycles to test new communication protocols and technologies. Firstly, the team will plan the implementation, followed by small-scale pilot studies. Then, we will gather data on the interventions’ effectiveness. Finally, adjustments will be made according to the results. This approach fosters collaboration by encouraging team members to actively participate in the improvement process, share their insights and expertise, and collectively analyze the results to inform subsequent actions. 

Leadership Strategy

A transformational leadership strategy can significantly assist an interdisciplinary team at RMC in collaborating and implementing the proposed project. Transformational leaders inspire and motivate team members by articulating a compelling vision for change, fostering collaboration, and empowering staff to contribute their expertise. For example, Jankelová and Joniaková (2021) underscore the importance of transformational leadership by nurse managers to inspire team members using role-modeling to augment collaboration and communication among nursing staff. This study offers a real-world example of RMC leadership to implement transformational leadership to communicate and demonstrate a vision of improved patient safety and care quality through enhanced communication. These leaders within RMC can support and provide resources to facilitate collaboration, such as dedicated training sessions and access to advanced communication technologies (Jankelová & Joniaková, 2021). By empowering frontline staff to take ownership of the project and fostering a culture of innovation and collaboration, transformational leadership can encourage buy-in and commitment to the project plan within RMC’s organizational context.

Team Collaboration Strategy

The interdisciplinary team members for this project include surgeons, nurses, IT specialists, and Quality Improvement (QI) personnel. Surgeons will oversee the implementation of standardized communication protocols and advanced technologies within the surgical unit and associated departments, ensuring consistent oversight from initial planning to ongoing monitoring. Nurses will provide frontline insights and assist in training and education, ensuring adherence to the new protocols across preoperative and postoperative care areas during all shifts.  While IT Specialists will be responsible for setting up and maintaining communication technologies, providing technical support, and training staff on the new systems within the surgical unit, the QI team will collect and analyze data on communication effectiveness, facilitate feedback sessions, and adjust protocols as needed throughout the surgical unit. This structured approach ensures that each team member plays a critical role in successfully implementing and monitoring the project plan. 

The TeamSTEPPS framework is an effective collaboration approach enabling the interdisciplinary team to work efficiently towards achieving the plan’s objective. TeamSTEPPS provides structured tools and strategies for enhancing communication, leadership, situation monitoring, and mutual support. For RMC, the approach is particularly relevant as it addresses the specific need for improved communication in the surgical unit’s high-stress environment. According to the literature, this framework fosters teamwork and boosts staff’s perceptions of effective communication (Hassan et al., 2024). The collaboration approach involves practical exercises, huddles, debriefings, cross-training, and real-time feedback, which helps build trust and understanding among team members. TeamSTEPPS will drive success in enhancing patient safety and care quality at RMC, ensuring that the team’s efforts are coordinated and effective.

Required Organizational Resources

Several resources are necessary to implement the communication improvement plan at RMC successfully. Staffing needs include dedicated time surgeons, nurses, IT team, and QI team, which translates to approximately 10 hours per week per individual over the first six months, equating to around $60,000 in staff time costs. Equipment and supplies include advanced communication technologies such as secure messaging systems, video conferencing tools, and mobile devices, with an estimated cost of $50,000. While RMC has some of these technologies (computers and video conferencing tools), upgrading and integrating them will incur expenses. Training materials and sessions will require an additional $10,000. Access to various departments and patient data is essential for effective implementation and monitoring, with no direct cost but necessitating proper scheduling and coordination. The overall financial budget request for the plan proposal is approximately $120,000, covering staff time, resource acquisition, and training. 

Potential Costs if the Issue Persists

If the communication breakdowns at RMC persist due to the plan not being undertaken, the organization could face several negative impacts on its resources. Inefficiencies in communication can lead to medical errors and heightened healthcare costs (Street et al., 2020). This can significantly strain the hospital’s financial resources. Patient dissatisfaction due to poor communication can result in lower patient retention and a damaged reputation, potentially reducing patient intake and revenue. Additionally, inefficient communication can lead to workload, increasing staff turnover due to job dissatisfaction. These outcomes can further increase recruitment and training expenses (Street et al., 2020). The failure to address communication issues can result in substantial financial losses and deteriorate the quality of patient care, underscoring the importance of implementing the proposed plan.

References

Al Rashidi, B., Al Wahaibi, A. H., Mahomed, O., Al Afifi, Z., & Al Awaidy, S. (2020). Assessment of key performance indicators of the primary health care in Oman: A cross-sectional observational study. Journal of Primary Care & Community Health, 11, 215013272094695. https://doi.org/10.1177/2150132720946953 

Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of TeamSTEPPS on teamwork perceptions and patient safety culture among newly graduated nurses. BMC nursing, 23(1), 170. https://doi.org/10.1186/s12912-024-01850-y 

Huebner, L.-A., & Zacher, H. (2021). Following up on employee surveys: A conceptual framework and systematic review. Frontiers in Psychology, 12(12). Frontiersin. https://doi.org/10.3389/fpsyg.2021.801073 

Capella 4010 Assessment 3

Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346 

Kay, S., Unroe, K. T., Lieb, K. M., Kaehr, E. W., Blackburn, J., Stump, T. E., Evans, R., Klepfer, S., & Carnahan, J. L. (2022). Improving communication in nursing homes using Plan-Do-Study-Act cycles of an SBAR training program. Journal of Applied Gerontology: The Official Journal of the Southern Gerontological Society, 42(2), 7334648221131469. https://doi.org/10.1177/07334648221131469 

Sheehan, J., Laver, K., Bhopti, A., Rahja, M., Usherwood, T., Clemson, L., & Lannin, N. A. (2021). Methods and effectiveness of communication between hospital allied health and primary care practitioners: A systematic narrative review. Journal of Multidisciplinary Healthcare, 14(14), 493–511. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7910528/

Capella 4010 Assessment 3

Street, R. L., Petrocelli, J. V., Amroze, A., Bergelt, C., Murphy, M., Wieting, J. M., & Mazor, K. M. (2020). How communication “failed” or “saved the day”: Counterfactual accounts of medical errors. Journal of Patient Experience, 7(6), 1247–1254. https://doi.org/10.1177/2374373520925270 

Capella 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interview Summary 

For this assessment, I interviewed Diana Ryan, a registered nurse at Riverbend Medical Center (RMC), a large healthcare facility offering comprehensive facilities, including emergent and urgent care, surgeries and procedures, and medical treatments. Diana, who has over seven years of experience at RMC, performs duties that include preoperative and postoperative patient care, medication administration, and coordination with the surgical team in the surgical unit. During our interview, Diana highlighted key issues at RMC, primarily staffing shortages and communication breakdowns among interdisciplinary teams. To address these, RMC implemented bonuses for overtime, hired temporary staff, and increased recruitment efforts. They also introduced team meetings and standardized protocols to improve communication. Yet, nurse burnout and interdepartmental inefficiencies persist. Despite an organizational culture supporting collaboration, the high-pressure environment and heavy workloads hinder effective coordination. Diana emphasized that an interdisciplinary plan is crucial to resolving these issues and improving patient care.

The interview employed several effective strategies to ensure sufficient information was gathered. I used open-ended inquiries to encourage Diana to share detailed experiences and insights. Furthermore, active listening gestures, such as nodding and summarizing her points, helped validate her experiences and ensure accurate understanding (Weinstein et al., 2022). I also added some follow-up questions to delve deeper into specific issues and actions, providing a comprehensive view of the organizational problems and efforts to address them. They helped explore the underlying causes of organizational issues (Dunwoodie et al., 2022). For example, I asked for specific examples, reasons behind actions, and impacts of those actions, enhancing the depth and quality of the information gathered.

Issue Identification 

Although staffing shortages and communication breakdowns are crucial issues, this assessment focuses on addressing communication breakdowns using an interdisciplinary approach. Communication breakdowns among healthcare teams are a significant issue. They cause interventional delays and medical errors in patient care due to fragmented information flow, non-adherence to protocols, and insufficient use of collaborative technologies (Street et al., 2020). This results in miscommunication regarding patient needs and care plans, undermining patient safety, care quality, and staff morale. A systematic solution is needed to address these inefficiencies.

An interdisciplinary approach is suitable for addressing communication breakdowns as it fosters collaboration and integrates diverse healthcare perspectives. It promotes developing and adhering to standardized communication protocols and advances unified technologies, enhancing information flow and reducing errors (Liu et al., 2021). Furthermore, the interdisciplinary teams can provide ongoing feedback and adjust strategies, ensuring effective strategies are employed in a dynamic healthcare environment. This collective effort improves patient outcomes and staff satisfaction by creating a cohesive and efficient communication system. 

Change Theories That Could Lead to an Interdisciplinary Solution

The Plan-Do-Study-Act (PDSA) change theory offers a structured framework for implementing and evaluating change in healthcare settings. It focuses on repetitive cycles of planning, doing, studying, and modifying interventions based on implementation findings (Kay et al., 2022). This change theory creates an interprofessional solution by considering interdisciplinary input to study the effectiveness of interventions through observation and data collection and acting on insights gained to continuously refine and enhance communication protocols. This approach encourages collaboration across departments and empowers frontline staff to actively identify and address communication barriers, fostering a culture of continuous improvement and interdisciplinary teamwork at RMC. 

This model is relevant to communication breakdowns in RMC, as highlighted in a study by Kay et al. (2022) demonstrating the effectiveness of utilizing PDSA cycles to improve communication in nursing home settings through SBAR training programs. The source is credible due to its recent (2022) publication in a reputable journal and authentic database (PubMed). Additionally, it is relevant as it provides practical guidance on applying PDSA cycles to address communication challenges among interdisciplinary teams to improve patient outcomes. 

Leadership Strategies That Could Lead to an Interdisciplinary Solution

Implementing a transformational leadership approach can facilitate the development of an interdisciplinary solution to communication breakdowns in RMC. Transformational leaders inspire and motivate multidisciplinary teams by encouraging a shared improvement vision, promoting coordination, and enabling teams to provide their expertise (Jun & Lee, 2023). This leadership strategy is particularly relevant to the identified issue at RMC as it emphasizes aligning diverse stakeholders toward a common goal. By adopting a transformational leadership approach, leaders at our organization can inspire a shared vision of improved communication and patient care by role-modeling, encouraging open dialogue, and providing support to facilitate collaboration. 

An article by Jankelová and Joniaková (2021) mentions that nurse managers’ primary responsibility is to ensure effective communication among healthcare teams, augmenting patient safety and health outcomes. Thus, a transformational leadership approach is essential to promote collaboration and teamwork by motivating and inspiring team members through role modeling. This article claims that nurse managers demonstrating effective communication skills are likelier to instill these competencies in their teams, improving organizational performance. This credible study provides a viable strategy (transformational leadership) to address communication breakdowns at RMC. Its credibility and relevance are highlighted by its publication date (2021) and its presence in the authentic database of the National Library of Medicine – PubMed Central. 

Collaboration Approaches for Interdisciplinary Teams

One collaborative approach that could help improve collaboration within already established interdisciplinary teams at RMC is the TeamSTEPPS framework. Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) is a framework, grounded in evidence, established by the Agency for Healthcare Research and Quality (AHRQ) to enhance communication and coordination among healthcare teams (Agency for Healthcare Research and Quality, n.d.). By implementing TeamSTEPPS, RMC can provide interdisciplinary teams with structured tools and strategies to enhance communication, teamwork, and mutual support. Additionally, TeamSTEPPS can help establish a shared understanding of roles, responsibilities, and expectations among team members, facilitating smoother communication and more effective teamwork. It is a relevant approach for identified issues, offering a credible and practical solution to improving coordination and communication within healthcare teams.

A study by Hassan et al. (2024) demonstrated the efficiency of this framework in boosting nurses’ thoughts about effective communication and teamwork in healthcare settings to maintain patient safety and deliver high-quality healthcare. This framework is crucial for healthcare organizations like RMC to foster a patient safety culture among nurses and other healthcare professionals. The source is credible and relevant as it is available in a peer-reviewed journal, underscoring the importance of the TeamSTEPPS framework to ensure high-quality care. A recent publication (2024) highlights current evidence-based best practices to improve staff collaboration, which is crucial for RMC to improve communication inefficiencies and foster a collaborative environment. 

References

Agency for Healthcare Research and Quality. (n.d.). TeamSTEPPS (Team Strategies & Tools to Enhance Performance & Patient Safety). Www.ahrq.gov. https://www.ahrq.gov/teamstepps-program/index.html 

Dunwoodie, K., Macaulay, L., & Newman, A. (2022). Qualitative interviewing in the field of work and organisational psychology: Benefits, challenges and guidelines for researchers and reviewers. Applied Psychology, 72(2), 863–889. Wiley. https://doi.org/10.1111/apps.12414

Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of TeamSTEPPS on teamwork perceptions and patient safety culture among newly graduated nurses. BMC nursing, 23(1), 170. https://doi.org/10.1186/s12912-024-01850-y 

Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346 

Capella 4010 Assessment 2

Jun, K., & Lee, J. (2023). Transformational leadership and followers’ innovative behavior: Roles of commitment to change and organizational support for creativity. Behavioral Sciences, 13(4), 320. https://doi.org/10.3390/bs13040320 

Kay, S., Unroe, K. T., Lieb, K. M., Kaehr, E. W., Blackburn, J., Stump, T. E., Evans, R., Klepfer, S., & Carnahan, J. L. (2022). Improving communication in nursing homes using Plan-Do-Study-Act cycles of an SBAR training program. Journal of Applied Gerontology: The Official Journal of the Southern Gerontological Society, 42(2), 7334648221131469. https://doi.org/10.1177/07334648221131469 

Liu, P., Lyndon, A., Holl, J. L., Johnson, J., Bilimoria, K. Y., & Stey, A. M. (2021). Barriers and facilitators to interdisciplinary communication during consultations: A qualitative study. BMJ Open, 11(9), e046111. https://doi.org/10.1136/bmjopen-2020-046111 

Street, R. L., Petrocelli, J. V., Amroze, A., Bergelt, C., Murphy, M., Wieting, J. M., & Mazor, K. M. (2020). How communication “failed” or “saved the day”: Counterfactual accounts of medical errors. Journal of Patient Experience, 7(6), 1247–1254. https://doi.org/10.1177/2374373520925270 

Capella 4010 Assessment 2

Weinstein, N., Itzchakov, G., & Legate, N. (2022). The motivational value of listening during intimate and difficult conversations. Social and Personality Psychology Compass, 16(2). https://doi.org/10.1111/spc3.12651 

Capella 4010 Assessment 1 Collaboration and Leadership Reflection Video

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Collaboration and Leadership Reflection Video

Good Afternoon. My name is ____________, and today I will present a reflection on an interprofessional collaboration experience in a Community Health Center related to health promotion and disease prevention. In this reflective practice, I will explore how a diverse team of healthcare professionals—including public health officials, nurses, physicians, community health workers, social workers, and epidemiologists—work together to address the complex health needs of their community. Join me as I reflect on the successful and unsuccessful aspects of this collaboration experience, discussing the leadership and collaboration strategies for enhancing coordinated care to serve diverse populations. 

Reflection on Interprofessional Collaboration Experience

Case Summary

As a healthcare practitioner in a community health center serving a diverse population, I experienced an interprofessional collaboration and evaluated it to understand collaborative concepts better. The team for this analysis included Dr. Samuel Ortiz, the public health official coordinating public health initiatives and networks with external agencies. A registered nurse, Lily Tomski, provides direct nursing care and health education to diverse patients. Dr. Aisha Patel, a primary care physician, offers the community medical care and preventive measures. Maria Gonzales, the community health worker, engages with the community and conducts home visits. James Kim, the social worker, addresses psychosocial needs and connects patients with community resources. Lastly, Dr. Eleanor McHugh, the epidemiologist, monitors health data and evidence-based practices (Capella University, n.d.).

Successful Aspects of Interdisciplinary Collaboration

A successful aspect of this experience is exemplified by how diverse expertise can converge to provide comprehensive care. According to the literature, professionals from diverse professions ensure that holistic care is provided to patients, their health needs are addressed, and innovation is fostered. Moreover, it enhances cultural competence and improves health outcomes for all community members (Wilbur et al., 2020). In my experience, multifaceted roles are employed by diverse professionals, such as coordinating public health initiatives to align health promotion efforts with broader public health strategies, bridging clinical and preventive care, focusing on preventive measures to guarantee future-focused community care, engaging with community services, and integrating evidence-based practices. Ultimately delivering comprehensive care to community members. 

Unsuccessful Aspects of Interdisciplinary Collaboration

Despite this success, several key challenges arise in this collaboration experience. One significant challenge is the integration of health promotion strategies with clinical care. This approach provides holistic patient care, thus necessitating expanding healthcare providers’ knowledge about available health promotion programs (Adzei et al., 2024). Secondly, the challenge related to inadequate cultural competence. For example, the nurse highlighted the need for culturally tailored health promotion materials to enhance inclusivity, catering to the diverse patient population (Spinner et al., 2021). Other unsuccessful aspects of coordination in health promotion efforts include logistical and time constraints, inconsistency in health promotion efforts, lack of real-time communication, lack of trust within the community, inaccurate data collection, and inadequate evidence-based practices. Addressing these issues could significantly enhance the effectiveness and cohesiveness of the team’s collaborative efforts to strengthen health promotion and disease prevention within the community. 

Benefits of Reflective Nursing Practice 

Reflective nursing practice is a powerful tool for enhancing professional growth and improving patient care. By systematically reflecting on past experiences, nurses can identify successful strategies and improvement areas (Shin et al., 2023). This introspection helps nurses reconstruct their experiences to understand patients changing needs and modify their practices. Reflective practice encourages continuous learning and adaptation, fostering a more profound comprehension of patient care’s clinical and emotional aspects. It also promotes empathy, as nurses consider the patient’s perspective and the impact of their care. By documenting reflections and discussing them with colleagues, nurses can share valuable lessons and develop best practices (Patel & Metersky, 2021). Ultimately, reflective nursing practice leads to more informed and thoughtful decision-making, enhancing the quality of care and contributing to better patient health outcomes.

Inefficiencies in Resource Management due to Poor Collaboration

Human Resources

As evidenced in the case study, poor interdisciplinary collaboration in the healthcare sector can lead to inadequate communication and coordination among healthcare professionals. This often results in overlapping responsibilities, underutilized skills, and increased workload stress. According to a study by Wang et al. (2022), ineffective teamwork in healthcare settings significantly contributes to exhaustion and job dissatisfaction among healthcare professionals, resulting in increased turnover rates and decreased workforce stability. Furthermore, Wilbur et al. (2020) highlight that poor collaboration restricts professional growth and learning opportunities, ultimately hampers patient safety and quality of care. A lack of coordination among team members exacerbates human resource challenges within healthcare facilities, where organizations may need constant efforts to retain and hire new candidates. 

Financial Resources

Alongside human resource challenges, several financial inefficiencies stem from poor collaboration. Ineffective communication and coordination can lead to redundant tests, delayed treatments, and inadequate resource allocation. A study by Soko et al. (2021) underscores that improved interprofessional collaboration decreases healthcare costs by preventing readmission rates, unnecessary procedures, duplicated tests, and extended hospital stays. Similarly, Wang et al. (2022) highlight the importance of collaboration in preventing administrative costs and wasted resources by provision of efficient patient care and diminishing turnover rates among healthcare professionals. Therefore, augmenting interprofessional collaboration through leadership and collaborative strategies can mitigate these resource burdens, optimizing patient care in healthcare settings. 

Leadership Strategies for Interdisciplinary Teams

1. Transformational Leadership: Transformational Leadership (TL) is one of the most effective strategies for enhancing interdisciplinary collaboration and achieving health promotion and disease prevention goals in our community health center. TLs inspire and motivate teams by creating a shared vision and fostering an environment of trust and empowerment (Karimi et al., 2023). This leadership style can address the issues highlighted by Dr. Ortiz regarding integrating health promotion strategies with clinical care. By encouraging continuous education and communication among physicians about new programs like the diabetes prevention initiative, transformational leaders ensure that all team members are informed and engaged in preventive efforts. Additionally, transformational leaders can promote cultural competence and inclusivity, as noted by Nurse Tomski, by advocating for the development and dissemination of culturally tailored health promotion materials. This approach enhances team cohesion and improves patient outcomes by ensuring that care strategies are relevant and effective for diverse populations. 
2. Servant Leadership: Servant Leadership (SL) emphasizes the leader’s role in serving their team and addressing their needs for improving interdisciplinary collaboration. Martinez and Leija (2023) describe servant leaders prioritizing their team members’ growth and well-being by promoting a supportive and collaborative environment. For instance, by adopting a servant leadership approach, leaders can work closely with their teams to identify and address logistical issues, such as the cramped conditions and lack of materials during health education sessions described by Nurse Tomski. Servant leaders also focus on removing barriers that impede team performance, which can enhance the efficiency of communication and coordination, as highlighted by Maria Gonzales and Dr. McHugh. By actively seeking feedback and involving team members in decision-making, servant leaders can create a more responsive and adaptive health center, ensuring that resources are managed effectively and that patient care remains a top priority.

Combining transformational and servant leadership elements can create a robust framework for improving interdisciplinary collaboration. While transformational leaders can set a compelling vision for health promotion and disease prevention, servant leaders can ensure that the necessary support and resources are in place to achieve these goals (Martinez & Leija, 2023). This integrated approach can lead to a more cohesive, efficient, and effective interdisciplinary team, ultimately advancing the health center’s health promotion and disease prevention mission.

Interdisciplinary Collaboration Strategies

Regular Interdisciplinary Team Meetings

Regular team meetings facilitate communication and coordination among all members, providing a platform for team members to discuss patient cases, share insights, and align on care plans (Leykum et al., 2023). In the context of our community health center, such meetings could address the integration issues noted by Dr. Ortiz, ensuring that all physicians are aware of and referring patients to health promotion programs like the diabetes prevention initiative. These meetings would also allow Nurse Tomski and Dr. Patel to synchronize their health promotion messages, ensuring consistency in the health-enhancing advice and preventive measures given to patients.

Creating Interdisciplinary Task Forces/Professional Groups

Establishing interdisciplinary task forces or professional groups focused on specific health initiatives can further enhance collaboration. These groups bring together professionals from various disciplines to work on common goals, fostering a collaborative culture and ensuring that diverse perspectives are integrated into health interventions (Vatn & Dahl, 2021). For instance, the health center could form a task force to address the social determinants of health, as emphasized by James Kim. This task force could work together to develop and implement strategies addressing housing instability, unemployment, and other health factors. Additionally, a task force focused on mental health services could streamline processes and reduce wait times, ensuring timely access to care for patients with psychological needs. Subsequently, it improves the effectiveness of health promotion and disease prevention efforts.

Conclusion

I want to conclude my video presentation by emphasizing the need for interprofessional collaboration, as underscored in the experience of our community health center for health promotion and disease prevention. Lack of cooperation has poor consequences on resource management. Thus, by adopting several leadership and collaboration strategies, the center can address identified coordination challenges and improve patient outcomes. I hope this presentation provided valuable and practical insights. Thank you. 

References

Adzei, F. A., Agblom, R. O., Commey, V., & Alornu, M. A. (2024). Health promotion as the nexus of public health and clinical care: The case of a district hospital in southern Ghana. Global Health Promotion. https://doi.org/10.1177/17579759241245858 

Capella University. (n.d.). Case study: Interprofessional collaboration for health promotion and disease prevention in a community health center. Capella University. https://www.capella.edu/

Karimi, S., Malek, F. A., Farani, A. Y., & Liobikienė, G. (2023). The role of transformational leadership in developing innovative work behaviors: The mediating role of employees’ psychological capital. Sustainability, 15(2), 1267. https://doi.org/10.3390/su15021267

Capella 4010 Assessment 1 

Leykum, L. K., Noël, P. H., Penney, L. S., Mader, M., Lanham, H. J., Finley, E. P., & Pugh, J. A. (2023). Interdisciplinary team meetings in practice: An observational study of IDTs, sense-making around care transitions, and readmission rates. Journal of General Internal Medicine, 38(2), 324–331. https://doi.org/10.1007/s11606-022-07744-6 

Martinez, S.-A., & Leija, N. (2023). Distinguishing servant leadership from transactional and transformational leadership. Advances in Developing Human Resources, 25(3), 152342232311758-152342232311758. https://doi.org/10.1177/15234223231175845 

Patel, K. M., & Metersky, K. (2021). Reflective practice in nursing: A concept analysis. International Journal of Nursing Knowledge, 33(3), 180–187. https://doi.org/10.1111/2047-3095.12350 

Shin, S., Lee, I., Kim, J., Oh, E., & Hong, E. (2023). Effectiveness of a critical reflection competency program for clinical nurse educators: A pilot study. BMC Nursing, 22(1), 1–8. https://doi.org/10.1186/s12912-023-01236-6

Capella 4010 Assessment 1

Soko, T. N., Jere, D. L., & Wilson, L. L. (2021). Healthcare workers’ perceptions on collaborative capacity at a referral hospital in Malawi. Health SA Gesondheid, 26(0). https://doi.org/10.4102/hsag.v26i0.1561 

Spinner, J. R., Haynes, E., Nunez, C., Baskerville, S., Bravo, K., & Araojo, R. R. (2021). Enhancing FDA’s reach to minorities and under-represented groups through training: Developing culturally competent health education materials. Journal of Primary Care & Community Health, 12, 215013272110036. https://doi.org/10.1177/21501327211003688

Vatn, L., & Dahl, B. M. (2021). Interprofessional collaboration between nurses and doctors for treating patients in surgical wards. Journal of Interprofessional Care, 36(2), 186–194. https://doi.org/10.1080/13561820.2021.1890703 

Capella 4010 Assessment 1

Wang, W., Atingabili, S., Mensah, I. A., Jiang, H., Zhang, H., Omari-Sasu, A. Y., & Tackie, E. A. (2022). Teamwork quality and health workers burnout nexus: A new insight from canonical correlation analysis. Human Resources for Health, 20(1). https://doi.org/10.1186/s12960-022-00734-z 

Wilbur, K., Snyder, C., Essary, A. C., Reddy, S., & Will, K. K. (2020). Developing workforce diversity in the health professions: A social justice perspective. Health Professions Education, 6(2), 222–229. https://doi.org/10.1016/j.hpe.2020.01.002 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Slide 1:

Stakeholder Presentation

Greetings, esteemed colleagues. I am______, a Vila Health Clinic (VHC) nurse. In this presentation, I aim to engage hospital administrators and healthcare experts, including physicians, pharmacists, senior doctors, and fellow nurses within the emergency care unit. Together, let us delve into today’s agenda.

Slide 2:

Agenda 

In today’s schedule, I will discuss the following topics:

• Institutional healthcare issue
• Multidisciplinary team function and its significance
• Overview of the Multidisciplinary Team Proposal
• Utilization and supervision of resources
• Examination and appraisal

Slide 3:

Organizational Healthcare Issue

Our primary issue is the need for interdisciplinary communication among healthcare staff within the emergency department and other VHC departments. This lack of effective communication hampers collaboration and coordination, leading to potential delays in patient care, compromised treatment outcomes, and suboptimal resource utilization. Addressing this challenge is critical to ensuring seamless interactions among team members, enhancing patient safety, and improving organizational efficiency (Karam et al., 2021). CRICO Strategies, an esteemed authority on medical safety, examined 23,000 lawsuits related to medical malpractice. Their analysis unveiled that more than 7,000 of these legal cases stemmed from deficiencies in communication among healthcare professionals. These lapses in communication resulted in roughly $1.7 billion in wrongful conduct expenditure and nearly 2,000 remediable human deaths (Alder, 2023). We need to implement this plan to tackle the lack of communication in the VHC emergency department. This issue directly impacts the fluidity of interactions among team members, the safety of patients, and the organization’s overall efficiency. 

Slide 4:

The Solution to the Issue

The importance of resolving the organization’s issue lies in its direct impact on patient safety and the well-being of individuals. Communication gaps among healthcare professionals in the emergency department and other departments within VHC contribute to lapses in patient care. By addressing these communication barriers, the safety of patients and the quality of care can be significantly enhanced (Karam et al., 2021). Effective communication is essential for ensuring patients receive safe and appropriate treatments, alleviating their ailments without exacerbating their health conditions. Creating a culture of open communication can strengthen trust between healthcare professionals and patients, enhance the patient-provider relationship, and promote positive healthcare experiences (Costa et al., 2020). Additionally, by implementing strategies to improve communication, the emergency department can mitigate the risk of legal consequences and litigation resulting from communication failures. Neglecting to address communication gaps can lead to patient harm, legal repercussions, and a loss of trust in healthcare professionals. Therefore, it is crucial to prioritize implementing effective communication strategies to ensure patient safety and enhance the organization’s overall quality of care (Costa et al., 2020).

Slide 5:

Significance of the Interdisciplinary Team Approach and Its Relevance

Implementing an interdisciplinary team approach is crucial for addressing the challenge of poor communication and collaboration among healthcare professionals. In tackling our issue, interdisciplinary team meetings and utilizing communication-enhancing technologies play vital roles. These efforts aim to prevent misunderstandings and errors in patient care, enhancing overall patient safety. By convening interprofessional team members, we can collectively identify the underlying causes of communication breakdowns and conduct thorough risk assessments (Sbaffi et al., 2020). This process enables us to develop targeted strategies to mitigate these causes and improve communication effectiveness. Moreover, fostering an environment that promotes continuity of care is essential, encompassing all stages, from prescription to medication administration (Liebon et al., 2021). By analyzing the communication process holistically, including social, psychological, and organizational factors, the interdisciplinary team can develop customized solutions for system failures and individual errors. These collaborative efforts will improve health outcomes and reduce communication barriers (Sbaffi et al., 2020). These efforts align with VHC’s goal of improving patient care through enhanced interdisciplinary collaboration.

Slide 6:

Evidence-Based Interdisciplinary Plan Summary

The interdisciplinary plan aims to mitigate the impact of communication gaps within the emergency department team by implementing effective strategies. Central to this plan is implementing Interprofessional Education (IPE) to streamline communication processes. The goal is to improve patient safety and cultivate a culture of continual improvement, aligning with the organizational priority of enhancing patient satisfaction (Hoffman & Cowdery, 2020).

Slide 7:

Potential for the Interdisciplinary Plan to Succeed

Integrating and implementing strategies like IPE to address the lack of communication among emergency team members can significantly improve patient outcomes. Enhancing communication channels and ensuring all team members are adequately trained and informed can minimize the likelihood of delays due to communication breakdowns (Hoffman & Cowdery, 2020). This comprehensive approach creates a collaborative environment where team members are better connected, enabling them to provide timely and accurate patient care. Additionally, real-time updates and streamlined communication processes can be implemented to ensure effective coordination and decision-making within the emergency team, enhancing the quality of patient care (Mohammed et al., 2021).

The study by Hoffman and Cowdery (2020) is beneficial in developing this plan to enhance team collaboration and communication in the emergency department of VHC. It is important as it provides specific sources of evidence used to make the plan evidence-based and effective.

Slide 8:

Interdisciplinary Team Role to Implement a Plan

The interdisciplinary team, comprising hospital administrators and healthcare professionals such as physicians, nurses, emergency staff, and Information Technology (IT) specialists, will collaborate to implement an IPE program to address the lack of communication among team members in the emergency department. The hospital administrators will oversee the development and execution of the IPE program, ensuring that all healthcare staff receive comprehensive training on effective communication strategies (Mohammed et al., 2021). IT specialists and nurse informaticists will be crucial in selecting appropriate training resources and overseeing their integration into the existing training framework. Together, they will monitor the program’s effectiveness and make necessary adjustments to promote continuous improvement in communication practices within the emergency team. Empowering healthcare staff with enhanced communication skills aims to create a collaborative environment prioritizing patient safety and efficient care delivery (Buller et al., 2021).

Slide 9:

Implementation of Interdisciplinary Plan

A collaborative strategy will be executed by adhering to the PDSA cycle, which guarantees ongoing enhancement in addressing the communication lack among emergency and other care departments. The PDSA acronym represents the Plan, Execute, Analyze, Adjust cycle, which will aid establishments in iterative experimentation and enhancement of communication (Imhoff et al., 2022). The subsequent methods illustrate how the PSDA cycle will support executing the collaborative strategy of installing and actively utilizing the IPE within healthcare establishments:

Plan

In this phase, clear objectives for implementing IPE will be established, including enhancing communication, fostering teamwork, improving patient outcomes, and aligning with accreditation standards. These objectives will be specific, measurable, achievable, relevant, and time-bound (Imhoff et al., 2022). Furthermore, the key stakeholders involved in healthcare delivery and requiring IPE participation will be identified. These stakeholders can include healthcare professionals, administrative staff, and educators. Lastly, a comprehensive plan will be devised to address the requirements of IPE implementation, such as curriculum development, faculty training, resource allocation, and evaluation strategies (Becker et al., 2021).

Do

The plan will be executed by introducing IPE sessions and enhancing communication and collaboration among healthcare team members. Additionally, data collection will be undertaken to assess the influence of IPE on interdisciplinary teamwork and patient consequences (Imhoff et al., 2022).

Study

During this phase, the gathered data will undergo scrutiny to pinpoint potential areas for enhancement. Furthermore, patient and healthcare professionals’ feedback will be sought to gauge user satisfaction and overall experience. Lastly, the achievements and obstacles encountered will be assessed to facilitate adjustments for continued improvement or to maintain the current progress (Becker et al., 2021).

Act

In the final phase, adjustments to the IPE approach and communication strategies will be made based on identified challenges. Healthcare professionals will refine their collaborative practices to improve efficiency and minimize communication gaps. This iterative process will involve implementing revised plans and continuously enhancing interdisciplinary communication through ongoing iterations within the improvement cycle (Becker et al., 2021).

Slide 10:

Managing Resources for Interdisciplinary Plan Implementation

The interdisciplinary strategy is meticulously designed to ensure optimal resource utilization, eliminating potential wastage. Human resources are strategically deployed to devise a plan for integrating and operationalizing IPE sessions. A comprehensive communication strategy is formulated to keep the staff informed about the IPE initiatives, enabling proactive addressing of concerns by IPE experts (Shrader et al., 2022). Furthermore, tailored training programs are implemented to enhance staff competency in participating effectively in IPE sessions. Human resources are empowered to leverage IPE effectively to improve communication and collaboration and mitigate the lack of interdisciplinary communication. In a case study conducted across two intensive care units in a community hospital, the healthcare workforce successfully reduced communication gaps by embracing IPE initiatives (Lackie & Murphy, 2020).

Financial resources play a pivotal role in facilitating the integration of IPE initiatives, covering various aspects such as vendor selection, software installation, and procurement of hardware devices like computers and tablets. Additionally, funds are allocated for training and educational programs to enhance interdisciplinary communication skills among healthcare professionals. Efficient management of financial resources entails meticulous budget planning, considering system budgets and associated costs. Resource allocation is prioritized based on identified needs and critical areas requiring attention(Lackie & Murphy, 2020).

A budget of $100,000 will be allocated to implement the IPE plan. This budget will cover expenses for vendor selection, software installation, hardware procurement, training programs, and pilot program evaluation. The effectiveness of these initiatives is measured through metrics such as timely care cost and savings associated with communication gaps and overall improvement in care delivery. Finally, implementing IPE initiatives will commence with a pilot program, allowing for careful evaluation before extending to other departments. This phased approach ensures ongoing enhancements and the sustainability of these collaborative changes (Zorek et al., 2022). A study in the United States revealed that 85% of respondents reported the availability of IPE courses at their institutions. Additionally, research assessing the effects of IPE on healthcare and nursing scholars demonstrated increased levels of communication competency and cooperation following participation in such courses (Buller et al., 2021).

Slide 11:

Evidence-Based Evaluation Criteria

The successful implementation of an IPE plan is anticipated to yield the following outcomes:

• Enhanced patient outcomes and satisfaction levels.
• Reduction in healthcare costs associated with managing care delays.
• Decreased length of hospital stays for patients.
• Improved collaboration and communication among healthcare professionals.
• Establishment of a patient safety culture within the healthcare environment.
• Increased staff satisfaction with workplace communication.

The success of the IPE plan in addressing the lack of communication among healthcare workers in the emergency department can be measured using various criteria. One key indicator is patient satisfaction, which serves as an indirect measure of the plan’s effectiveness. The IPE plan aims to improve patient outcomes and ensure timely care by reducing communication gaps and enhancing collaboration among healthcare professionals (Hood et al., 2022). Consequently, patients are more likely to experience better health outcomes and quicker recovery, leading to higher satisfaction with their care. Obtaining patient feedback regarding their satisfaction with the communication and coordination of their healthcare can provide valuable insights into the success of the IPE plan. Similarly, staff satisfaction with communication can be assessed by conducting surveys to gather feedback on their communication experiences in the VHC. An increase in staff satisfaction would suggest an improvement in workplace communication. (Hood et al., 2022).

Slide 12:

Conclusion

In conclusion, addressing the lack of interdisciplinary communication among emergency department healthcare workers is crucial for enhancing patient safety and organizational efficiency. By implementing IPE, healthcare facilities can mitigate communication barriers and ensure seamless interactions among team members. Prioritizing interdisciplinary collaboration creates a culture of continuous improvement and patient-centered care.

References

Alder, S. (2023, December 23). Effects of poor communication in healthcare. The HIPAA Journal. https://www.hipaajournal.com/effects-of-poor-communication-in-healthcare/ 

Becker, A., Frosch, O., Argraves, M., Carroll, B., Kamsheh, A., Krass, P., Mehta, S., Salazar, E., Taylor, A., & Hart, J. (2021). A resident-driven initiative to increase bedside teaching on interdisciplinary rounds. Pediatric Quality & Safety, 6(3), e408. https://doi.org/10.1097/pq9.0000000000000408 

Buller, H., Ferrell, B. R., Paice, J. A., Glajchen, M., & Haythorn, T. (2021). Advancing interprofessional education in communication. Palliative and Supportive Care, 19(6), 1–6. https://doi.org/10.1017/s1478951521000663 

Costa, C. L., González, S. T., Morcillo, A. J. R., Martínez, M. R., Agea, J. L. D., & Román, C. J. D. (2020). Communication skills and professional practice: Does it increase self-efficacy in nurses? Frontiers in Psychology, 11(1). https://doi.org/10.3389/fpsyg.2020.01169 

Hoffman, J. L., & Cowdery, J. E. (2020). Interprofessional education and collaboration in public health: A multidisciplinary health professions IPE project. Journal of Public Health, 30, 1095–1099. https://doi.org/10.1007/s10389-020-01381-1  

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Hood, K., Cross, W. M., & Cant, R. (2022). Evaluation of interprofessional student teams in the emergency department: Opportunities and challenges. BMC Medical Education, 22(1). https://doi.org/10.1186/s12909-022-03954-y 

Imhoff, B., Marshall, K., Nazir, N., Pal, A., & Parkhurst, M. (2022). Reducing time to admission in emergency department patients: A cross-functional quality improvement project. BMJ Open Quality, 11(3), e001987. https://doi.org/10.1136/bmjoq-2022-001987 

Karam, M., Chouinard, M.-C., Poitras, M.-E., Couturier, Y., Vedel, I., Grgurevic, N., & Hudon, C. (2021). Nursing care coordination for patients with complex needs in primary healthcare: A scoping review. International Journal of Integrated Care, 21(1), 1–21. https://doi.org/10.5334/ijic.5518 

Lackie, K., & Murphy, G. T. (2020). The impact of interprofessional collaboration on productivity: Important considerations in health human resources planning. Journal of Interprofessional Education & Practice, 21, 100375. https://doi.org/10.1016/j.xjep.2020.100375 

Liebon, M. E., Roos, S., & Hellström, I. (2021). Patients’ expectations and experiences of being involved in their own care in the emergency department: A qualitative interview study. Journal of Clinical Nursing, 30(13-14), 1942–1952. https://doi.org/10.1111/jocn.15746 

Mohammed, C. A., Anand, R., & Ummer, V. S. (2021). Interprofessional education (IPE): A framework for introducing teamwork and collaboration in health professions curriculum. Medical Journal Armed Forces India, 77(1), S16–S21. https://doi.org/10.1016/j.mjafi.2021.01.012 

Sbaffi, L., Walton, J., Blenkinsopp, J., & Walton, G. (2020). Information overload in emergency medicine physicians: A multisite case study exploring the causes, impact, and solutions in four North England national health service trusts. Journal of Medical Internet Research, 22(7), e19126. https://doi.org/10.2196/19126 

Shrader, S., Ohtake, P. J., Bennie, S., Blue, A. V., Breitbach, A. P., Farrell, T. W., Hass, R. W., Greer, A., Hageman, H., Johnston, K., Mauldin, M., Nickol, D. R., Pfeifle, A., Stumbo, T., Umland, E., & Brandt, B. F. (2022). Organizational structure and resources of IPE programs in the United States: A national survey. Journal of Interprofessional Education & Practice, 26, 100484. https://doi.org/10.1016/j.xjep.2021.100484 

NURS FPX 4010 Assessment 4 Stakeholder Presentation

Zorek, J. A., Ragucci, K., Eickhoff, J., Najjar, G., Ballard, J., Blue, A. V., Bronstein, L., Dow, A., Gunaldo, T. P., Hageman, H., Karpa, K., Michalec, B., Nickol, D., Odiaga, J., Ohtake, P., Pfeifle, A., Southerland, J. H., Vlasses, F., Young, V., & Zomorodi, M. (2022). Development and validation of the IPEC institutional assessment instrument. Journal of Interprofessional Education & Practice, 29, 100553. https://doi.org/10.1016/j.xjep.2022.100553 

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interdisciplinary Plan Proposal

Understanding Medication Errors (MEs) is vital for ensuring patient safety and preventing avoidable harm during healthcare delivery. This proposal aims to address the pressing issue of MEs at Vila Health Clinic (VHC), particularly within the medication governing procedure in the hospital. The goal is to reduce the incidence of MEs by implementing an evidence-based interdisciplinary plan (Mieiro et al., 2019). It will enhance patient safety, improve organizational outcomes, and reduce the cost of healthcare. The aim is to create a safer and more efficient healthcare environment through collaborative efforts and strategic resource allocation. The plan will ensure optimal medication management for all patients. 

Objective

The goal of our evidence-based interdisciplinary plan is to introduce a bundled strategy to minimize MEs at VHC. This objective is aimed at reducing the occurrence of MEs among patients by implementing Barcode Medication Administration (BCMA) systems in hospital settings (Mondul & Kong, 2023). Accomplishing this goal will have a positive impact on patient outcomes at VHC. It will lead to increased patient satisfaction due to fewer MEs and reduced healthcare costs associated with treating MEs. It will be an overall improvement in the patient experience (Williams et al., 2021).

Questions and Predictions

How will the integration of BCMA systems impact the efficiency of medication processes at VHC?

Implementing BCMA systems is expected to require additional time for staff training and system integration initially. However, over time, it is predicted to streamline medication administration processes, leading to improved efficiency significantly and reduced MEs (Ho & Burger, 2020).

What potential barriers or challenges can arise during the adoption of BCMA systems at VHC, and how can they be addressed?

Potential barriers include resistance from staff due to unfamiliarity with new technology, logistical challenges during system integration, and financial constraints for implementation. These challenges can be addressed through comprehensive staff training, effective change management strategies, and securing adequate resources for implementation (Veen et al., 2020).

 How will the interdisciplinary collaboration between healthcare professionals be fostered to ensure the success of the MEs reduction plan at VHC?

Interdisciplinary collaboration will be fostered through regular communication, team meetings, and joint training sessions involving physicians, nurses, pharmacists, and administrators. Establishing clear roles and responsibilities and promoting a culture of shared accountability will be key to ensuring effective collaboration and the success of the plan (Love, 2022).

In order to determine the effectiveness of our objective to implement BCMA and reduce MEs at VHC, we will use quantitative measures. It will involve quantitative tracking of the reduction in MEs over time and ensuring that medication administration protocols are being followed correctly. Survey sessions will be conducted with an interdisciplinary team to compare adherence to established protocols before and after the implementation of BCMA. It will allow us to see if the system helps more in following the rules (Mohanna et al., 2021).

Change Theories and Leadership Strategies

 Utilizing Lewin’s Change Management Model can be pivotal in winning buy-in from an interdisciplinary team for implementing BCMA and reducing MEs at Vila Health Clinic (VHC). By following Lewin’s three-step process of unfreezing, changing, and refreezing, the team can effectively manage the transition toward improved medication safety (Saramunee, 2021). Initially, unfreezing involves creating awareness among interdisciplinary team members about the need for change by highlighting the prevalence and impact of MEs. Next, the changing phase entails implementing BCMA and associated protocols to address the identified issues. Finally, refreezing strengthens the new practices and ensures their consolidation into the organization to affirm long-term improvements (Hausdorf, 2022). This model showcases significant improvements in patient outcomes following evidence-based practices. By embracing Lewin’s model, the interdisciplinary team at VHC can navigate the change process systematically, leading to tangible enhancements in medication safety and patient care (Saramunee, 2021).

Transformational leadership is highly effective in empowering interdisciplinary teams and promoting collaboration to implement the BCMA project plan aimed at reducing MEs at Vila Health Clinic (VHC). These leaders prompt and propel the team by presenting a convincing imagination, urging innovation, and supporting individual growth. For instance, a study by Cocian et al. (2023), found that transformational leadership behaviors were linked to increased team effectiveness, improved patient safety attitudes, and decreased MEs. By fostering a shared vision and encouraging nurses and physicians to adopt innovative approaches, transformational leaders create an environment conducive to excellence. It is essential to successfully implement a project plan to reduce MEs that enhance both organizational efficiency and patient outcomes (Asif et al., 2020). Research by Mulac (2022), indicates that applying Lewin’s model offers substantial benefits for interdisciplinary teams in implementing BCMA in ICU settings. This structured approach creates teamwork, facilitates adaptation to new technology, and enhances patient safety in the ICU.

Team Collaboration Strategy

Effective collaboration among interdisciplinary teams is crucial for achieving the objective of implementing BCMA and reducing MEs at Vila Health Clinic (VHC). Firstly, Comprehensive training programs will be developed to ensure all staff members understand the proper use and benefits of the BCMA system. This strategy includes hands-on workshops, online modules, and ongoing support sessions to familiarize healthcare professionals with the new technology. Additionally, educational resources will be provided to reinforce best practices in medication administration and error prevention (Sillero & Buil, 2021). Secondly, an interdisciplinary approach will be adopted, fostering collaboration among nurses, physicians, pharmacists, and IT specialists. Regular team meetings will be scheduled to discuss challenges, share insights, and streamline processes related to BCMA implementation. By leveraging the diverse expertise of each team member, potential barriers can be identified and addressed collaboratively, leading to more effective solutions (Bendowska & Baum, 2023). 

Moreover, a continuous monitoring and evaluation strategy will be established to check the potency of the BCMA system and recognize areas for betterment. This strategy involves implementing feedback loops, conducting regular audits, and analyzing data to track ME rates and compliance with protocols. In educational sessions, nurses are encouraged to report any ME immediately. It will help to avoid any further health complications in case of any ME Necessary adjustments can be made to optimize the BCMA system’s functionality by actively monitoring performance indicators (Schmid et al., 2022). A research by Ocaña et al. (2023), indicates that interdisciplinary training initiatives focusing on medication safety can foster teamwork and mitigate MEs in healthcare environments. By implementing these collaboration strategies, VHC can harness their combined skills to address MEs effectively. This collective effort will ensure sustained success in reducing MEs at VHC. A study by Mieiro et al. (2019), shows that utilizing these collaboration strategies enhances interdisciplinary communication in emergency rooms. It helps in reducing the number of MEs in emergency settings.

Required Organizational Resources

Several organizational resources are essential to effectively implement and maintain the proposal to reduce MEs at VHC. It includes staffing such as medication safety experts, nurses, physicians, and support staff dedicated to monitoring medication administration processes. Additionally, necessary resources like medication administration technology and supplies such as barcode scanners and medication verification tools are crucial. While some resources can already be available, additional costs can arise for staff training, equipment maintenance, and replenishing supplies if the proposal is enacted (Garcia et al., 2019). A rough estimate for the financial budget required for the proposal could be around $150,000, covering staff time, resource utilization, acquisition expenses, and operational costs. Failure to implement and succeed in reducing MEs can result in significant financial burdens for VHC. Increased ME rates can prolong patient hospital stays, necessitate additional treatments, and incur additional healthcare expenses (Elliott et al., 2021). It would adversely affect the organization’s financial stability and reputation, potentially leading to legal liabilities. Thus, investing in measures to reduce MEs is vital for improving patient outcomes and safeguarding the financial well-being and reputation of the organization. For example, the Mayo Clinic effectively decreased MEs by investing in staff training, enhancing medication safety protocols, and conducting regular audits (Shanafelt et al., 2019).

Conclusion

In conclusion, implementing BCMA systems presents a crucial opportunity for VHC to improve patient safety by reducing MEs. Through interdisciplinary collaboration, effective leadership, and robust monitoring, VHC can optimize the effectiveness of the BCMA system. Adequate resource allocation is essential for success. These efforts will improve patient outcomes and protect VHC’s reputation and financial stability.

References

Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2020). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 2381. https://doi.org/10.3390/ijerph16132381 

Bendowska, A., & Baum, E. (2023). The significance of cooperation in interdisciplinary health care teams as perceived by Polish medical students. International Journal of Environmental Research and Public Health, 20(2), 954. https://doi.org/10.3390/ijerph20020954 

Cocian, L. F. E., Morales, A. S., & Schneider, I. J. C. (2023). Internet of things as support to reduce hospital errors related to medication administration. Research, Society and Development, 12(3), e6312340425–e6312340425. https://doi.org/10.33448/rsd-v12i3.40425 

Elliott, R. A., Camacho, E., Jankovic, D., Sculpher, M. J., & Faria, R. (2021). Economic analysis of the prevalence and clinical and economic burden of medication error in England. BMJ Quality & Safety, 30(2), 96–105. https://doi.org/10.1136/bmjqs-2019-010206 

Garcia, C., Abreu, L., Ramos, J., Castro, C., Smiderle, F., Santos, J., & Bezerra, I. (2019). Influence of burnout on patient safety: Systematic review and meta-analysis. Medicina, 55(9), 553. https://doi.org/10.3390/medicina55090553 

Hausdorf, P. (2022). Assessing change readiness in a hospital setting: Implementing new medication administration technology. In SAGE Publications: SAGE Business Cases Originals eBooks. SAGE Publishing. https://doi.org/10.4135/9781529796643 

Ho, J., & Burger, D. (2020). Improving medication safety practice at a community hospital: A focus on bar code medication administration scanning and pain reassessment. BMJ Open Quality, 9(3), e000987. https://doi.org/10.1136/bmjoq-2020-000987 

Love, J. S. (2022). Reducing near miss medication events using an evidence-based approach. Journal of Nursing Care Quality, 37(4), 327–333. https://doi.org/10.1097/ncq.0000000000000630 

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Mieiro, D. B., Oliveira, É. B. C. de, Fonseca, R. E. P. da, Mininel, V. A., Mascarenhas, S. H. Z., & Machado, R. C. (2019). Strategies to minimize medication errors in emergency units: An integrative review. Revista Brasileira de Enfermagem, 72(1), 307–314. https://doi.org/10.1590/0034-7167-2017-0658 

Mohanna, Z., Kusljic, S., & Jarden, R. (2021). Investigation of interventions to reduce nurses’ medication errors in adult intensive care units: A systematic review. Australian Critical Care, 35(4), 466–479. https://doi.org/10.1016/j.aucc.2021.05.012 

Mondul, A., & Kong, M. (2023). Medication error. Springer EBooks, 151–164. https://doi.org/10.1007/978-3-031-35933-0_11 

Mulac, A. (2022). Medication errors in hospitals: Exploring medication safety through incident reports and observation of practice. Duo.uio.no. http://hdl.handle.net/10852/93260 

Ocaña, M. J. R., Morales, C. T., Pichardo, J. D. R., & Hernández, M. A. (2023). Barriers and facilitators of communication in the medication reconciliation process during hospital discharge: Primary healthcare professionals’ perspectives. Healthcare, 11(10), 1495. https://doi.org/10.3390/healthcare11101495 

Saramunee, K. (2021). Applying action research in pharmacy practice. Research in Social and Administrative Pharmacy, 18(1), 2164–2169. https://doi.org/10.1016/j.sapharm.2021.05.012 

Schmid, S., Schlosser, S., Gülow, K., Pavel, V., Müller, M., & Kratzer, A. (2022). Interprofessional collaboration between ICU physicians, staff nurses, and hospital pharmacists optimizes antimicrobial treatment and improves quality of care and economic outcome. Antibiotics, 11(3), 381. https://doi.org/10.3390/antibiotics11030381 

Shanafelt, T., Trockel, M., Ripp, J., Murphy, M. L., Sandborg, C., & Bohman, B. (2019). Building a program on well-being. Academic Medicine, 94(2), 156–161. https://doi.org/10.1097/acm.0000000000002415 

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Sillero, A. S., & Buil, N. (2021). Enhancing interprofessional collaboration in perioperative setting from the qualitative perspectives of physicians and nurses. International Journal of Environmental Research and Public Health, 18(20), 10775. https://doi.org/10.3390/ijerph182010775 

Veen, W., Taxis, K., Wouters, H., Vermeulen, H., Bates, D. W., Bemt, P. M. L. A., Duyvendak, M., Oude Luttikhuis, K., Ros, J. J. W., Vasbinder, E. C., Atrafi, M., Brasse, B., & Mangelaars, I. (2020). Factors associated with workarounds in barcode‐assisted medication administration in hospitals. Journal of Clinical Nursing, 29(13-14), 2239–2250. https://doi.org/10.1111/jocn.15217 

Williams, R., Aldakhil, R., Blandford, A., & Jani, Y. (2021). Interdisciplinary systematic review: Does alignment between system and design shape adoption and use of barcode medication administration technology? BMJ Open, 11(7), e044419. https://doi.org/10.1136/bmjopen-2020-044419 

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interview Summary

Recently, I had an interview with the head nurse at Vila Health Clinic (VHC) to explore prevalent healthcare issues that demand interdisciplinary solutions. VHC is a diverse healthcare facility. It offers primary care, long-term care, and chronic care facilities but faces challenges in ensuring patient safety due to Medication Errors (MEs). MEs persist despite various measures being implemented to address this issue. It leads to adverse patient outcomes and increased healthcare costs. It is discussed that previous initiatives, including staff training on best practices and the implementation of error reduction protocols, have yielded limited success (Ghezeljeh et al., 2020). Consequently, there is a pressing need for a more comprehensive approach to mitigate medical errors effectively.

VHC’s organizational culture prioritizes collaboration and teamwork. It encourages Interprofessional Communication (IPC) among healthcare providers. The difficulties in communication and collaboration among different care facilities and departments result in MEs (Ghezeljeh et al., 2020). The head nurse emphasized the importance of IPC, involving doctors, pharmacists, and nurses, to address patient safety concerns effectively (Jalali et al., 2023). During the interview, I used active listening techniques to gain insights into the complexities surrounding MEs. I used questions that helped me to have a thorough understanding of interdisciplinary challenges. Moving forward, addressing MEs in hospital settings demands a structured and coordinated approach. This approach should integrate perspectives from various disciplines to enhance patient safety and optimize healthcare delivery (Xiao et al., 2020).

Issue Identification

Following the interview at VHC, the highlighted issue pertains to MEs. The majority of MEs in VHC hospital settings occur due to poor collaboration among interdisciplinary teams. It involves various healthcare disciplines, such as nursing, pharmacy, and senior doctors. It would be advantageous to address this challenge of MEs. Interdisciplinary collaboration allows healthcare disciplines to grasp the varied constituents contributing to MEs. Recent research by Manias et al. (2020), underscores the need for involvement from multiple disciplines to reduce MEs. It will be helpful to improve factors like medication administration errors, diagnostic errors, and communication breakdowns. VHC could invent a multifaceted strategy to prevent MEs by engaging a diverse team of specialists. It will thereby enhance patient well-being and the standards of care provided in the healthcare setting.

Moreover, an interdisciplinary approach facilitates the implementation of evidence-based interventions tailored to VHC’s specific needs. Studies by Naseralallah et al. (2022), emphasize the significance of multidisciplinary teamwork in implementing evidence-based practices to mitigate MEs. Through collaboration across disciplines, VHC can proficiently introduce and assess evidence-based interventions aimed at reducing MEs. Communication and cooperation among interdisciplinary teams can be enhanced through proper communication protocols among nurses and senior doctors. This approach will help mitigate the occurrence of medical errors. It leads to improved patient safety outcomes. Embracing an interdisciplinary approach to addressing MEs at VHC ensures a comprehensive understanding of the problem. The implementation of customized interventions and the cultivation of a culture centered on patient safety will raise the VHC’s reputation (Sillero & Buil, 2021).

Change Theories That Could Lead to an Interdisciplinary Solution

MEs at VHC could benefit from Kurt Lewin’s Three-Step Model as a change theory guiding interdisciplinary solutions. This model posits three stages: unfreezing, changing, and refreezing (Endrejat & Burnes, 2022). Firstly, unfreezing involves current ME-related practices by raising awareness about the importance of interdisciplinary collaboration. Secondly, the changing phase necessitates the collaborative implementation of evidence-based interventions, like incorporating Information Health Technologies (HIT) and enhancing communication channels. Finally, the refreezing stage consolidates these changes through ongoing monitoring, feedback mechanisms, and integration into the organizational culture (Salinas et al., 2019).

Lewin’s model is relevant to addressing MEs as it emphasizes creating a supportive environment for change. It involves stakeholders in implementing new technologies and promotes interdisciplinary collaboration  (Nistelrooij., 2020). The study by Endrejat and Burnes (2022), is a most valuable resource as it offers insights into Lewin’s model’s pivotal role in fostering interdisciplinary cooperation, which is crucial for dealing with complex healthcare challenges that lead to MEs. These sources, published in reputable journals within the past five years, provide credibility to the proposed approach.

Leadership Strategies That Could Lead to an Interdisciplinary Solution

A leadership technique that holds promise for mitigating MEs at VHC is Transformational Leadership (TL). TL revolves around inspiring and motivating individuals to align their aspirations with collective objectives. This leadership strategy encourages their involvement in decision-making processes and creates an environment that contributes to innovation and adaptation (Robbins & Davidhizar, 2020). Within the healthcare setting, TL can cultivate a culture of collaboration and shared accountability. It is essential for addressing the complex issue of MEs. By instilling shared values and common goals, TL can unite healthcare professionals in concerted efforts to reduce MEs and enhance the quality of patient care (Curado & Santos, 2021).

Notably, TL’s emphasis on empowerment and teamwork is particularly relevant for tackling intricate healthcare challenges such as MEs. This leadership approach creates an atmosphere where individuals feel empowered to collaborate effectively. They can pool their expertise to achieve mutual objectives (Diggele et al., 2020). The research conducted by Curado and Santos (2021), specifically addresses the issue of MEs at VHC, offering pertinent insights applicable to the clinic’s context. These scholarly sources lend credibility to the proposed leadership strategy.

Collaboration Approaches for Interdisciplinary Teams

A practical collaborative approach that could help establish or improve interdisciplinary teams to cope with MEs at VHC is the Interprofessional Education Collaborative (IPEC) framework. This framework underscores the significance of preparing healthcare professionals for collaborative practice by emphasizing interprofessional education. It involves learning from the previous mistakes of healthcare professionals in VHC. Healthcare professionals can develop a deeper understanding of the complexities surrounding medication management by studying previous instances of MEs and understanding their root causes (Schot et al., 2020). This way, they can collaborate more effectively and prevent future errors.

By adopting the IPEC framework, VHC can lay the groundwork for seamless collaboration among healthcare professionals from various disciplines. This collaboration is essential for addressing MEs effectively (Lutfiyya et al., 2019). Furthermore, implementing initiatives such as regular interdisciplinary team meetings and proper handovers after shifts can enhance communication and coordination among team members. It enhances efforts to reduce MEs by enhancing communication among team members giving patients medications (Moirano et al., 2019). The study published by Schot et al. (2020), is particularly relevant as it explores the efficacy of the IPEC framework in producing interdisciplinary teams. This framework is helpful in raising collaboration among interprofessional teams to reduce the number of MEs in the hospital setting of VHC. The credibility of these sources is upheld by their recent publication in reputable journals within the last five years.

Conclusion

In conclusion, addressing MEs at VHC requires a comprehensive interdisciplinary approach involving various healthcare disciplines. This approach is guided by change theories like Kurt Lewin’s Three-Step Model and leadership strategies such as TL. Collaboration approaches like the IPEC framework can effectively mitigate MEs and improve patient safety at VHC.

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