Capella 4005 Assessment 3

Name

Capella university

NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations

Prof. Name

Date

Interdisciplinary Plan Proposal

This proposal focuses on enhancing communication between nurses and physicians during patient transfers and emergency scenarios at St. Michael’s Medical Center. The initiative will be applied across the emergency and inpatient departments to promote standardized handoff practices and boost collaborative interactions among staff. The overarching goal is to improve patient safety, reduce care delays, and ensure the long-term reliability of communication methods.

Objective

The objective is to implement a structured communication method utilizing the SBAR (Situation, Background, Assessment, Recommendation) framework for effective handoffs between nurses and doctors, especially during emergencies. Achieving this goal is expected to enhance patient safety by minimizing medical mistakes, decreasing care delays, and improving clinical outcomes.

Questions and Predictions

Inquiry	Anticipated Outcome
How will SBAR influence nurse-doctor communication?	It will foster consistency and clarity, reducing the likelihood of errors due to miscommunication.
Is training necessary for SBAR adoption?	Yes, initial education is required; however, it will streamline future communication practices.
How will success be measured?	Through decreased reports of communication failures, faster responses, and team satisfaction surveys.
What implementation barriers may occur?	Staff resistance and inconsistent use may emerge, needing leadership guidance and refresher sessions.
How will improved communication affect patient outcomes?	It will accelerate decisions, reduce mistakes, and enhance the overall quality and safety of patient care.

Change Theories and Leadership Strategies

To successfully implement SBAR in clinical settings, Kurt Lewin’s Change Management Theory is an effective model. In the unfreezing phase, staff are educated about current communication deficiencies and safety threats. The changing phase includes active SBAR training and real-world application, while the refreezing phase reinforces the method through leadership endorsement, feedback systems, and performance monitoring (Ahaiwe, 2024). This structured approach eases the transition and encourages lasting improvements in team communication.

Transformational Leadership is vital to gain staff commitment and promote a culture of collaboration. These leaders foster empowerment by encouraging open communication, shared decision-making, and continuous learning opportunities. By modeling appropriate SBAR usage and supporting training initiatives, transformational leaders build trust and improve both teamwork and care delivery standards (Ystaas et al., 2023).

Team Collaboration Strategy

Implementation of the SBAR protocol will require clear role definition for interdisciplinary staff members. Responsibilities are outlined as follows:

Role	Responsibility
Nurse Educator	Organizes and delivers bi-monthly training for the first two months to help clinical staff integrate SBAR into their daily routines (Toumi et al., 2024).
Unit Manager	Oversees protocol adoption, monitors team compliance, and conducts weekly feedback sessions to address issues and support adherence.
Physicians & Nurses	Apply SBAR during all critical patient transitions and emergencies; compliance tracked through observation and communication audits.
QI Team	Evaluates SBAR’s impact on patient safety, communication quality, and error rates; submits monthly reports to leadership for ongoing review.
Hospital Leadership	Provides resources and continuous support, including quarterly evaluations and funding for long-term sustainability and education.

The TeamSTEPPS model will be employed to reinforce teamwork through structured training, role clarity, and consistent performance assessments. This model supports mutual understanding among departments and promotes respectful, timely communication, which is essential for addressing concerns promptly. Structured debriefings and real-time coaching will ensure continued SBAR usage, ultimately decreasing errors and improving patient outcomes (Trujillo & Ann, 2022).

Required Organizational Resources

Proper execution of the SBAR protocol will require human, technological, and financial resources. Cross-functional training involving nurses, doctors, and administrators will be essential. A dedicated project coordinator will manage the process and monitor success using performance metrics and staff feedback (Hassan et al., 2024).

Resource	Details
Human Resources	Includes project coordinator, clinical educators, physicians, nurses, and administrative staff.
Technology & Equipment	Available infrastructure includes training rooms, EHR systems, and digital communication tools suitable for SBAR integration.
Financial Investment	Expenses include internal training sessions, coaching materials, and consultation fees for specialized education when required (Toumi et al., 2024).
Implementation Areas	SBAR will be integrated across patient care units, nurse stations, and collaborative meeting spaces for maximal exposure and adoption.

While internal training costs remain moderate, consulting external experts may elevate expenses. Nevertheless, the long-term benefits—such as reduced clinical errors, better patient safety, and enhanced staff coordination—justify the initial financial outlay. Without implementation, the organization risks ongoing medical errors, increased readmissions, legal complications, and staff dissatisfaction, all contributing to higher operational costs and lower care quality.

References

Ahaiwe, L. (2024). The impact of Intervention to Reduce Acute Care Transfer (INTERACT) for Heart Failure (HF) patients in the Skilled Nursing Facility (SNF). ProQuest Dissertations Publishing. https://www.proquest.com/openview/982a82bf043e43c31c72dd9ff0267ee9/1?pq-origsite=gscholar\&cbl=18750\&diss=y

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). https://doi.org/10.1186/s12912-024-01850-y