NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Name

Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interdisciplinary Plan Proposal

The interdisciplinary proposal aims to resolve communication failures among different departments at Mercy General Hospital. It will highlight the department responsible for assisting interdepartmental coordination and communication. We strive to improve communication workflows, reinforce collaboration across departments and increase the efficiency of patient care services within the hospital.

Objectives

A research-based interdisciplinary plan is executed to address communication challenges between departments at Mercy General Hospital. This objective aims to improve communication practices, encourage organized teamwork and streamline patient care delivery. The program supports the hospital’s prime ambition of refining patient outcomes and working performance by addressing this critical barrier that obstructs active healthcare supply.

Questions and Predictions

Question 1: How is interdepartmental coordination expected to improve by implementing the interdisciplinary strategy?

The strategy aims to decrease communication breakdowns by about 25-30%. Although principal problems are expected during the execution phase, upgraded workflow productivity and constant developments are projected as the system is integrated.

Question 2: How will the interdisciplinary plan influence the nursing staff’s workload and well-being in the short and long run?

Nursing staff initially have trouble regulating efficient workflows. However, within 4-6 months after placement, improved communication alleviates concerns and encourages well-being.

Question 3: How is the patient satisfaction and care quality anticipated to change with enhanced communication approaches?

Patient satisfaction and care quality are expected to rise by 20-25% as the interdisciplinary plan becomes implanted in daily operations, especially in care coordination areas that improve patient care and treatment strategies.

Methods to Evaluate the Success of the Proposal

The success of the interdisciplinary approach to addressing communication gaps at Mercy General Hospital will be assessed using evidence-based methods. The reduction in communication breakdowns will be quantitatively evaluated. Suggestions will be offered to observe key performance guides in healthcare enhancements (Serra et al., 2023). Staff workload and health will be assessed through surveys and interviews. Significant elements for managing staff workload and well-being include balancing physical and mental strains, endorsing a healthy work-life balance, and refining a positive administrative culture. Effective communication, precise duties and constant performance appraisals are vital for improving employee satisfaction and care standards (Serra et al., 2023).

Change Theories and Leadership Strategies

Lewin’s Change Management Model comprises the unfreezing, changing, and refreezing stages. It delivers an organized outline for motivating administrative change. The unfreezing stage emphasizes creating awareness and creating inspiration for change. It highlights the benefits of enhanced communication systems (Ahmed et al., 2022). The changing stage includes executing interventions and approaches to improve communication.

By applying Lewin’s model, interdisciplinary teams can devise effective action plans. Practical illustrations, such as cultivating communication at Mercy General Hospital, establish how developing interdepartmental collaboration can improve patient outcomes and working efficiency (Ahmed et al., 2022). A collaborative leadership and mentorship-based development method is dynamic in the plan approach at Mercy General Hospital. It fosters effective communication and teamwork, authorizes staff through leadership, and encourages professional development. It safeguards the positive implementation of ideas that improve patient care and working operations. This technique allows interdisciplinary teams to cooperate seamlessly.

It employs varied skills and clear communication to determine innovation, recover patient outcomes, and enhance hospital operations. At the same time, it nurtures a culture of constant perfection and growth through mentorship and collaborative leadership (Razavi et al., 2022). Team leaders with effective problem-solving and communication competencies are vital for improving interdisciplinary teams and recognizing workflow-restricted access. They are essential in cultivating communication, evolving solutions and producing strategic plans to enhance collaboration and performance (Watson et al., 2024). Practical approaches display how a team leader planned weekly cross-departmental workshops, endorsing collaboration, refining communication and care coordination across several healthcare units. It recovers patient outcomes and improves team efficacy (Orukwowu, 2022). This method raises better buy-in and assurance to the development plan by reassuring ownership and commitment from team members.

Team Collaboration Strategy

The method to tackle communication breakdown at Mercy General Hospital includes a combined interdisciplinary team. It comprises nurses, healthcare experts, administrators and support personnel working collaboratively. Each participant will have diverse roles. Nursing workers will recognize communication obstacles and propose care insights, while healthcare experts will offer clinical expertise. Administrators will direct leadership and approach, and support personnel will control organizational responsibilities and communication (Jankelová & Joniaková, 2021). The team will promote open discussion, shared decision-making and reciprocated value by employing best practices such as consistent interdisciplinary meetings.

These professional discussions will be platforms for distribution updates and examining challenges. Nurses support the development of interprofessional collaboration, improve job satisfaction and produce a positive work setting (Jankelová & Joniaková, 2021). Moreover, effective methods for intradepartmental communication are comprised of Electronic Health Records (EHR), SABR (Structured Assessment of Briefing and Reporting) and communication apps like Slack or Microsoft Teams to improve data sharing and update coordination among team members (Khincha et al., 2020; Moleyar & Noojibail, 2020). For instance, Slack and Microsoft Teams can ease real-time communication and record sharing. It allows unified interaction across departments. The efficacy of such collaboration is demonstrated by Johns Hopkins Hospital, where interdisciplinary teams use a shared EHR system to manage patient care. It results in enhanced patient outcomes and satisfaction.

Required Organizational Resources

Executing the plan to decrease communication breakdowns across departments at Mercy General Hospital needs numerous vital resources. Additional staff will be crucial to implement and withstand interdisciplinary communication development strategies. It includes staff accountable for coordinating meetings, conducting training sessions and pursuing progress. Effective communication tools like online platforms and apps are imperative for data exchange and collaboration among team members. Introducing communication applications like Slack or Microsoft Teams will improve real-time communication and coordination, as seen in numerous industries that depend on these tools for efficient collaboration (Khincha et al., 2020).

Access to pertinent patient information, departmental resources, and data systems is central to current communication. It safeguards all engaged staff members can retrieve the data required while factoring in associated expenses. Concerning the economic budget, a projected range of $50,000 to $100,000 over one year would cover costs related to staff time, resource utilization, procurement and system access fees (Paarima et al., 2020). The hospital faces considerable costs if communication challenges persist or deteriorate without intervention. It includes compact output, compromised patient care, well-being, and reduced staff morale. Approaches should prioritize resource distribution, invest in staff training, seek external funding prospects and start systems for constant evaluation and feedback to manage human and monetary resources (Warshawsky et al., 2020).

References

Ahmed, A., Kassem, A., & Sleem, W. (2022). Applying lewin’s change management theory to improve patient’s discharge plan. Mansoura Nursing Journal (MNJ), 9(2), 2022. https://mnj.journals.ekb.eg/article_295591_2e01c440a7769101b9fd53066f06f65c.pdf 

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://www.ncbi.nlm.nih.gov/pmc/articles/PMC8003159/

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Khincha, P. P., Chauhan, V., & Ekwobi, C. C. (2020). COVID-19: the impetus for change—sustaining healthcare team communication in times of social distancing. European Journal of Plastic Surgery, 43(5), 523–526. https://doi.org/10.1007/s00238-020-01702-3

Moleyar, V., & Noojibail, A. (2020). How to conduct medical ward rounds. Medical Journal of Dr. D.Y. Patil Vidyapeeth, 13(1), 79. https://doi.org/10.4103/mjdrdypu.mjdrdypu_65_19

Orukwowu, U. (2022). Nursing leadership in healthcare: The impact of effective nurse leadership on quality healthcare outcomes. IPS Interdisciplinary Journal of Social Sciences, 1(1), 1–6. https://doi.org/10.54117/iijss.v1i1.1 

Paarima, Y., Kwashie, A. A., & Ofei, A. M. A. (2020). Financial management skills of nurse managers in the Eastern region of Ghana. International Journal of Africa Nursing Sciences, 14, 100269. https://doi.org/10.1016/j.ijans.2020.100269 

Razavi, N. S., Jalili, M., Sandars, J., & Gandomkar, R. (2022). Leadership behaviors in health care action teams: A systematized review. Medical Journal of the Islamic Republic of Iran (MJIRI), 36(1), 65–77. https://doi.org/10.47176/mjiri.36.8 

Serra, N., Botti, S., Guillari, A., Simeone, S., Latina, R., Iacorossi, L., Torreggiani, M., Guberti, M., Capuano, A., Gargiulo, G., & Rea, T. (2023). Workload, job satisfaction and quality of nursing care in Italy: A systematic review of native language articles. Healthcare, 11(18), 2573–2573. https://doi.org/10.3390/healthcare11182573

Warshawsky, N. E., Caramanica, L., & Cramer, E. (2020). Organizational support for nurse manager role transition and onboarding. JONA: The Journal of Nursing Administration, 50(5), 254–260. https://doi.org/10.1097/nna.0000000000000880 

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal