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NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

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    NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

    Student Name

    Capella University

    NURS-FPX 4010 Leading People, Processes, and Organizations in Interprofessional Practice

    Prof. Name

    Date

    Interview Summary

    Central Health Clinic is a mid-sized clinic specializing in general medicine, focusing on radiology, among other specialties. My interviewee, Dr. Sarah Mitchell, is the Head of the Radiology Department at Central Health Clinic. Her primary responsibilities include overseeing the radiology department, ensuring the delivery of accurate and timely imaging services, leading a team of dedicated radiologists, and collaborating with other departments to ensure holistic patient care. One of the significant challenges the radiology department faces is the communication delay between radiology and emergency departments.

    This communication lag has resulted in treatment delays, posing potential risks to patient health and wellness. To address the communication challenges, the clinic introduced a shared digital platform to streamline inter-departmental communications. However, the implementation faced resistance, primarily attributed to the platform’s learning curve. To address this, the leadership organized training sessions. Despite these efforts, the turnout for the training sessions could have been higher, indicating a potential gap in ensuring stakeholder buy-in. While the overarching sentiment towards interdisciplinary collaboration is positive, practical roadblocks, especially resistance to technological advancements, have hindered seamless collaboration.

    Dr. Mitchell expressed that she had participated in interdisciplinary teams in the past. However, she felt that the experience could have been more cohesive, primarily due to the barriers in communication and a need for more structured platforms to facilitate such collaborations. I employed several strategies during the interview to ensure I gleaned comprehensive insights. I posed clarifying questions whenever necessary, allowing me to delve deeper into specific topics and ensure no stone was left unturned. Additionally, active listening played a pivotal role by concentrating intently on Dr. Mitchell’s insights, I aimed to create an environment where she felt understood and valued, facilitating open dialogue and fostering a sense of trust (Matlala, 2021).

    Issue Identification

    The interview with Dr. Sarah Mitchell highlighted a prominent communication delay between the radiology and emergency departments at Central Health Clinic. Such lag isn’t merely an operational inefficiency but can adversely impact patient care, especially in time-sensitive situations. In an emergency setting, accessing critical radiology reports promptly is imperative. Given the potential ramifications on patient health, there’s a pressing need for an evidence-based interdisciplinary approach (Porembka et al., 2022). The rationale for this strategy is rooted in its collaborative nature, which integrates the expertise of both departments. Such an approach can efficiently address and streamline communication channels, ensuring timely medical interventions and enhancing the clinic’s healthcare delivery.

    Change Theories That Could Lead to an Interdisciplinary Solution

    Addressing the communication challenges between the radiology and emergency departments necessitates the application of evidence-based change theories. Lewin’s Change Management Model is particularly suited to address such interdepartmental communication issues. This tri-phase theory encompasses ‘unfreezing,’ during which the existing communication barriers are recognized, creating a sense of urgency for improvement.

    Collaboration between the two departments can create effective communication strategies during the’ changing’ phase. Finally, the ‘refreezing’ phase ensures that these improved strategies are firmly integrated into the organization’s operational procedures, ensuring sustained effectiveness (Harrison et al., 2021). The relevance of this model is evident, as effective communication between departments, especially those as critical as radiology and emergency, is imperative for patient care outcomes. Supporting this relevance, the study by Harrison et al. (2021) has documented the success of Lewin’s model in improving healthcare communication, emphasizing its credibility and applicability to the identified issue.

    NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

    Furthermore, the PDSA (Plan-Do-Study-Act) model offers a cyclical approach tailored for continual improvement in dynamic settings like healthcare. The model begins with planning, where the communication challenge can be dissected and solutions proposed. The strategies are then implemented, studied for effectiveness, and refined based on feedback. Given the iterative nature of the PDSA cycle, it aligns perfectly with the need for ongoing adjustments in real-world healthcare settings, where patient needs and medical scenarios can vary widely (Kwok et al.,2021).

    Relevant to the current communication barrier, the PDSA model’s emphasis on iterative learning and continuous improvement can be instrumental. This model’s effectiveness is further corroborated by research, with Kwok et al. (2021) highlighting its success in healthcare scenarios, particularly those necessitating robust interdepartmental communication. This study’s rigorous methodology and publication in a reputable medical journal further affirm its credibility.

    Leadership Strategies That Could Lead to an Interdisciplinary Solution

    One leadership strategy that stands out is ‘Facilitative Leadership.’ This approach emphasizes collaboration and active participation from all team members in decision-making. In the specific context of Central Health Clinic, where seamless communication between departments is vital, the essence of ‘Facilitative Leadership’ can play a crucial role. By creating an environment where every team member’s input is valued and considered, barriers can be identified and addressed more effectively. Additionally, with regular feedback mechanisms, the team remains aligned, concerns are promptly addressed, and objectives are synchronized Ho et al. (2023).

    Such a leadership strategy can address the communication lag by ensuring a collaborative effort toward solution-finding. Supporting the relevance and potential efficacy of this strategy in the context of the identified issue, research by Ho et al. (2023) provides robust evidence. The study confirms its capability to enhance interdepartmental coordination by highlighting the successful application of ‘Facilitative Leadership’ in healthcare settings. Furthermore, the publication of this study in a reputed patient education and counseling journal, coupled with its specific focus on healthcare settings, vouches for its credibility and relevance to the challenges Central Health Clinic is grappling with.

    Collaboration Approaches for Interdisciplinary Teams

    To bridge the communication gap between the radiology and emergency departments at Central Health Clinic, the collaborative approach of “Interdisciplinary Case Discussions” is proposed, as advocated in academic literature. This approach involves organizing routine meetings where professionals from different departments collaborate to discuss patient cases. Such a structured environment can substantially decrease potential misunderstandings and errors while ensuring a quicker diagnostic process (Nguyen et al., 2019).

    The relevance of this approach is directly tied to the central challenge at hand; by creating a consistent platform for both teams to communicate, many of the identified communication barriers can be addressed and resolved. This method’s effectiveness is further corroborated by Nguyen et al. (2019), who has highlighted its applicability and success in enhancing healthcare communication in his research. Being featured in the reputable Medicinia Journal ensures that this approach is not only credible but also particularly germane to the challenges faced by Central Health Clinic.

    References

    Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement, and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 13(13), 85–108. https://doi.org/10.2147/JHL.S289176 

    Ho, J. T., See, M. T. A., Tan, A. J. Q., Levett-Jones, T., Lau, T. C., Zhou, W., & Liaw, S. Y. (2023). A systematic review of healthcare professionals’ experiences of interprofessional collaboration in patient education. Patient Education and Counseling, 116, 107965. https://doi.org/10.1016/j.pec.2023.107965 

    Kwok, M. M. K., Chiu, A., Chia, J., & Hansen, C. (2021). Reducing time to X-ray in emergency department ambulatory patients: A quality improvement project. BMJ Open Quality, 10(2), e000995. https://doi.org/10.1136/bmjoq-2020-000995 

    NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

    Matlala, S. (2021). Educators’ perceptions and views of problem-based learning through simulation. Curationis, 44(1). https://doi.org/10.4102/curationis.v44i1.2094 

    Nguyen, J., Smith, L., Hunter, J., & Harnett, J. E. (2019). Conventional and complementary medicine health care practitioners’ perspectives on interprofessional communication: A qualitative rapid review. Medicina, 55(10), 650. https://doi.org/10.3390/medicina55100650 Porembka, J. H., Lee, R. K., Spalluto, L. B., Yee, J., Krishnaraj, A., Zaidi, S. F., & Brewington, C. (2022). Radiologists’ increasing role in population health management: AJR expert panel narrative review. American Journal of Roentgenology, 218(1), 7–18. https://doi.org/10.2214/ajr.21.26030