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NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

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    NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

    Student Name

    Capella University

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

    Prof. Name

    Date

    Interdisciplinary Plan Proposal for Central Health Clinic

    The core issue identified at Central Health Clinic is the significant communication delay between the radiology and emergency departments. While occurring within the clinic walls, this delay profoundly impacts patient care, particularly in emergencies. The primary objective of this plan, to be implemented within these two departments, is to significantly reduce the communication lag, subsequently optimizing the speed and quality of patient care.

    Objective

    The interdisciplinary plan aims to eradicate communication barriers between radiology and the emergency department by introducing and optimizing a shared digital platform. This initiative aims to streamline interaction between the two departments, ensuring timely medical interventions. Achieving this objective will enhance patient outcomes, reduce treatment delays, and minimize potential risks to their health.

    Questions and Predictions

    1. How much will the streamlined communication reduce treatment delays? Prediction: Within six months post-implementation, we anticipate a reduction in treatment delays by 50%.
    2. How will the interdisciplinary collaboration affect staff satisfaction in both departments? Prediction: We expect a 30% increase in interdisciplinary collaboration satisfaction scores within a year. This prediction is rooted in the understanding that effective communication boosts departmental synergies and reduces work-related frustrations.
    3. What will be the adoption rate for the shared digital platform by staff from both departments? Prediction: There will be an 80% uptake of the shared digital platform by all staff members across both departments within the first three months of its introduction.

    We will deploy several evidence-based methods to gauge the proposed plan’s efficacy. First, a patient outcome analysis will be implemented, where patient recovery and satisfaction rates will be tracked, allowing us to observe the tangible effects of faster interventions. Next, staff surveys will be periodically administered to radiology and emergency department personnel. This will offer valuable insights into the perceived improvements in communication and highlight potential areas for further enhancement. Lastly, we will introduce time-tracking measures to monitor the duration from when a radiology request is placed to when the report is delivered. This real-time metric will serve as a direct indicator of the efficiency of our communication interventions (Wagner et al., 2021).

    Change Theories and Leadership Strategies 

    Lewin’s Change Management Model is a viable change theory within Central Health Clinic’s pressing communication barriers. This model follows a three-phase approach: ‘Unfreezing,’ where we recognize and create awareness of the communication challenges, particularly highlighting their impact on patient care; ‘Changing,’ where we usher in a structured digital communication platform augmented by routine schedules and potent feedback systems; and ‘Refreezing,’ solidifying the newly established communication norms through repeated training and reinforcement.

    This approach aims to modify the ingrained communication habits by introducing a more efficient paradigm and ensuring its longevity, making it particularly apt for the Clinic’s current challenges (Matlala, 2021). On the leadership front, the strategy of Facilitative Leadership is paramount. This leadership ethos emphasizes the collective intelligence of all team members, ensuring that each individual’s perspective is acknowledged and incorporated. The inherent communication rifts can be seamlessly mended by championing an environment where every voice is valued and heard.

    To contextualize its effectiveness, a similar health organization’s adoption of this leadership strategy resulted in a marked 25% drop in departmental communication issues within a year. Given this success, employing ‘Facilitative Leadership’ within Central Health Clinic holds promise in addressing the current communication lacunae and fostering a more collaborative and cohesive organizational culture (Ho et al., 2023).

    Team Collaboration Strategy 

    The roles and responsibilities are as follows: The radiology department head will supervise integrating and efficiently using the shared digital platform within the unit. The emergency department lead will advocate for this platform’s consistent usage and liaise with the radiology head to facilitate joint interdisciplinary meetings for alignment. Collaboration champions from both units will act as the primary communication conduits, handling daily exchanges, feedback gathering, and overseeing the real-time updating of the digital platform. Lastly, an IT support specialist will guarantee the continuous operability of the shared digital dashboard, offering training to staff and making necessary system refinements.

    Best Practices for Enhancing Interdisciplinary Collaboration

    Our primary collaboration approach is to incorporate consistent interdisciplinary meetings. This ensures alignment in actions and strategies of both departments, preventing potential overlaps or miscommunications. The kind of collaboration essential for our interdisciplinary team’s success involves real-time communication via an integrated digital dashboard for patient data. This centralized platform acts as a single point of reference, ensuring timely updates and minimizing chances of oversight or miscommunication. Furthermore, designating collaboration champions from each department guarantees streamlined communication and efficient collaborative undertakings.

    Their role is crucial, ensuring that collaborative efforts are coordinated and productive. This approach is highly relevant to the team’s needs as it addresses communication breakdowns (Joseph-Williams et al., 2020). We anticipate a seamless collaboration by implementing these strategies, directly contributing to the plan’s success. To highlight its potential effectiveness, a similar healthcare facility adopted these practices and saw a 40% reduction in communication discrepancies within six months. Taking cues from such real-world examples, it is evident that applying these strategies in Central Health Clinic can lead to significant improvements in inter-departmental communication and overall patient care (Mileski et al., 2020).

    Required Organization Resources 

    Specific organizational resources are essential to ensure the success of our interdisciplinary collaboration plan at Central Health Clinic. Staffing needs entail trainers for the shared digital platform, dedicated IT support for consistent maintenance and periodic upgrades, and skilled facilitators for leading interdisciplinary meetings. The proposed financial budget is as follows: $5,000 for training (which covers materials, facilitators, and venue costs), $3,000 annually for IT support, $2,000 annually for meeting facilitators, and an additional $1,000 for unforeseen expenses, culminating in a total budget request of $11,000.

    However, it is crucial to underscore the negative implications of not proceeding with this plan. Persistent communication delays could endanger patient health, leading to potential lawsuits and substantial liabilities. For instance, a nearby clinic faced a staggering lawsuit of over $100,000 due to such delays. Additionally, a lack of efficient collaboration could fuel staff dissatisfaction, risking increased turnover (Lan et al., 2022). Moreover, due to repeated tasks and extended hospital stays, consistent inefficiencies could inflate costs. Thus, an upfront investment in our plan promises improved patient outcomes and significant long-term savings for Central Health Clinic.

    NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

    If the proposed plan at Central Health Clinic is not undertaken, the persistent communication delays could amplify, leading to significant risks to patient health and potential legal liabilities. Furthermore, staff dissatisfaction might surge, increasing turnover rates and associated recruitment costs. Most critically, ignoring these issues could escalate overall operational costs, as inefficiencies necessitate repeated tasks, potentially culminating in an erosion of the clinic’s reputation and patient trust.

    References

    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, p. 116, 107965. https://doi.org/10.1016/j.pec.2023.107965 

    Joseph-Williams, N., Abhyankar, P., Boland, L., Bravo, P., Brenner, A. T., Brodney, S., Coulter, A., Giguere, A., Hoffman, A., Körner, M., Langford, A., Légaré, F., Matlock, D., Moumjid, N., Munro, S., Dahl Steffensen, K., Stirling, C., & van der Weijden, T. (2020). What works in implementing patient decision aids in routine clinical settings? A rapid realist review and update from the international patient decision aid standards collaboration. Medical Decision Making, 41(7), 0272989X2097820. https://doi.org/10.1177/0272989×20978208 

    Lan, Y., Chandrasekaran, A., Goradia, D., & Walker, D. (2022). Collaboration structures in integrated healthcare delivery systems: An exploratory study of accountable care organizations. Manufacturing & Service Operations Management, 24(3). https://doi.org/10.1287/msom.2021.1038

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

    NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

    Mileski, M., Pannu, U., Payne, B., Sterling, E., & McClay, R. (2020). The impact of nurse practitioners on hospitalizations and discharges from long-term nursing facilities: A systematic review. Healthcare, 8(2), 114. https://doi.org/10.3390/healthcare8020114 

    Wagner, N. M., Ritzwoller, D. P., Raebel, M. A., Goodrich, G. K., Cvietusa, P. J., King, D. K., Shoup, J. A., & Bender, B. G. (2021). Can digital communication technology reduce health system personnel time? An evaluation of personnel requirements and costs in a randomized controlled trial. Translational Behavioral Medicine, 11(3), 863–869. https://doi.org/10.1093/tbm/ibaa130