NURS FPX 4005 Assessment 2 Interview and Interdisciplinary Issue Identification

Name

Capella university

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

Prof. Name

Date

Interview Summary

The nursing colleague at Mount Sinai Hospital in New York City described permanent barriers that lead to burnout among nurses while discussing the staffing shortages. As a charge nurse of the medical-surgical unit, the interviewee maintains primary supervisory roles regarding patient care operations, staff assignment management, team collaboration, and new employee support activities. A semi-structured interview approach was used, allowing for open-ended discussion while ensuring main topic were covered. For example, the interviewee was asked, “How have staffing shortages impacted patient care in your unit?”, prompting detailed insights into real workplace challenges.The interviewee reported severe staff departures because medical staff quit due to increasing patient numbers, mandatory excessive overtime, and emotional exhaustion. These conditions negatively impacted patient care quality The healthcare organization experienced limited success with its wellness programs because it did not link leadership support with mental health services and workflow process optimization to its workshops, counseling sessions, mindfulness training, and scheduling enhancements. Hospital leadership sought to resolve these problems under flexible scheduling and incentive programs, but these initiatives failed because understaffing combined with manager instability persisted. The hospital supports collaborative approaches, although nurse staff and administrators struggle with communication, preventing the hospital from finding effective solutions to problems. Before the interview, the employee discussed past work on interdisciplinary projects, particularly a retention pilot that united peer counseling with emotional training programs for nurses. The program’s implementation lasted only briefly because leadership failed to provide continuous support, which led to its demise before showing meaningful results. Medical staff and researchers need an evidence-based strategy combining various disciplines for developing programs that enhance nurse retention rates and maintain quality patient care (Low et al., 2021).

Issue Identification

The primary problem discovered through the interview revealed nurse fatigue and employee shortages that diminish situational safety and staff contentment and lead to nursing staff departure. An evidence-based interdisciplinary approach is the most appropriate solution since tackling this challenge requires a joint effort from nursing leadership, human resources teams, mental health professionals, and healthcare administrators. Using predictive workforce models with AI scheduling systems improves staff scheduling and proper maintenance of the nurse-to-patient ratio (Hunstein & Fiebig, 2024). While mental health support programs function to assist nurses in managing burnout and stress. Leadership support and policy adjustments limiting nurses working overtime will help develop a healthful workplace environment (Alsadaan, 2023; Wei et al., 2024). Strategies that involve collaboration across different professions help healthcare organizations to both keep nurses in their roles and achieve better medical results.

Change Theories That Could Lead to an Interdisciplinary Solution

Using Lewin’s Change Management Model in its three stages effectively addresses nurse burnout and staffing gaps by moving nurses from unfreezing into changing and finishing through refreezing (Stanz et al., 2021). The unfreezing stage begins with leaders performing nurse burnout evaluations to recognize change needs after addressing resistance and engaging staff members for discussions. The first change implementation phase requires predictive staffing models, mental health support programs, and AI-driven scheduling tools. Collaboration between nursing leadership and human resources with mental health professionals and healthcare administrators brings about the changing stage where strategic workforce policies and support systems are established. The refreezing stage delivers lasting effects by maintaining policy integrity through leadership support, staff education, and evaluation of performance outcomes.

NURS FPX 4005 Assessment 2

This model demonstrates high usefulness for the issue by presenting an organized plan to establish and support permanent transformations within organizations dealing with nurse burnout alongside staffing deficits. The research paper by Stanz et al. (2021) is a credible source because it represents a peer-reviewed study dedicated to healthcare change management, proving the model effective for interdisciplinary interventions.

Leadership Strategies That Could Lead to an Interdisciplinary Solution

This change model requires Transformational Leadership because this approach enables employees to establish shared goals and promotes collaborative teamwork across different healthcare fields. A transformational leader establishes a positive work environment by spending time with staff members to support nursing welfare and advance interdisciplinary team cooperation (Alsadaan, 2023). Through this strategic approach, leaders enhance worker engagement, psychological help, and workload enhancement through collaborative decisions involving all healthcare personnel, from administration to frontline staff. Leaders who practice open dialogue with their teams through mentorship programs alongside continuing education empower their staff to reduce burnout and improve job contentment and workforce maintenance. Healthcare facilities, through the combination of Lewin’s Change Management Model and transformational leadership practices, gain a research-based framework to decrease burnout and keep nurses. Alsadaan’s (2023) study establishes its high academic value because it analyzes leadership behavior effects on nursing operational results through peer-reviewed literature evaluation. The study results validate transformational leadership as an effective method to improve interdisciplinary teamwork and enduring improvements in workforce staffing and care provided to nurses.

Collaboration Approaches for Interdisciplinary Teams

Managers must establish formal collaborative networks between health disciplines to establish stable employment systems and improve patient care quality. A statistically proven approach known as interprofessional collaboration (IPC) enhances healthcare operations through better communication systems, improved teamwork, and collaborative patient care decisions. Braun et al. (2020) reported that IPC produces improved patient care results and minimizes workplace stress and staff errors. Medical personnel achieve better partnerships and support through best IPC practices using formal team sessions, structured problem-resolution procedures, and standardized patient care duties. Healthcare teams can use the Collaborative Care Model (CoCM) as a structured mental health strategy to offer the necessary support for decreasing stress and burnout among their staff. According to Reist et al. (2022), implementing CoCM creates structured nursing and mental health practitioner and leadership partnerships to deliver standard emotional support screenings, defined referral protocols, and consistent mental health check-ups. Through its implementation, the model creates better mental health outcomes in this stressful career, which results in higher staff satisfaction and reduced staff turnover rates.

NURS FPX 4005 Assessment 2 Interview and Interdisciplinary Issue Identification

We can implement evidence-based patient safety and teamwork strategies from Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS), which was developed by the Agency for Healthcare Research and Quality (AHRQ). The directors at Samardzic et al. (2020) explain that TeamSTEPPS creates engagement platforms for leadership and closed-loop procedures, which build a security-focused organizational culture that leads to better staff maintenance and cross-unit support. Healthcare organizations implementing research-based collaborative techniques will develop a unified professional nursing community. This leads to nurse wellness, improved patient care quality, and reduced burnout. These sources are credible because they contain research from peer-reviewed publications combined with frameworks that receive government endorsement, which validates their use in resolving nurse staffing issues.

References

Alsadaan, N. (2023). Impact of nurse leaders behaviors on nursing staff performance: A systematic review of literature. Inquiry: A Journal of Medical Care Organization, Provision and Financing, 60(60). https://doi.org/10.1177/00469580231178528  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), 1–14. https://doi.org/10.3390/ijerph20020954  Braun, B. I., Chitavi, S. O., Suzuki, H., Soyemi, C. A., & Puig-Asensio, M. (2020). Culture of safety: Impact on improvement in infection prevention process and outcomes. Current Infectious Disease Reports, 22(12). https://doi.org/10.1007/s11908-020-00741-y  Hunstein, D., & Fiebig, M. (2024). Staff management with AI: Predicting the nursing workload. Studies in Health Technology and Informatics, 315. https://doi.org/10.3233/shti240142  Low, S., Gray, E., Ewing, A., Hain, P., & Kim, L. (2021). Remodeling interprofessional collaboration through a nurse-for-a-day shadowing program for medical residents. Journal of Multidisciplinary Healthcare, 14, 2345–2349. https://doi.org/10.2147/JMDH.S319728 

NURS FPX 4005 Assessment 2 Interview and Interdisciplinary Issue Identification

Reist, C., Petiwala, I., Latimer, J., Raffaelli, S. B., Chiang, M., Eisenberg, D., & Campbell, S. (2022). Collaborative mental health care: A narrative review. Medicine, 101(52). https://doi.org/10.1097/md.0000000000032554  Samardzic, M. B., Doekhie, K. D., & Wijngaarden, J. D. H. (2020). Interventions to improve team effectiveness within health care: A systematic review of the past decade. Human Resources for Health, 18(2), 1–42. https://doi.org/10.1186/s12960-019-0411-3  Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855  Wei, N., Wang, Z., Li, X., Zhang, Y., Zhang, J., Huang, Z., & Wang, X. (2024). Improved staffing policies and practices in healthcare based on a conceptual model. Frontiers in Public Health, 12. https://doi.org/10.3389/fpubh.2024.1431017