NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Interview and Interdisciplinary Issue Identification

An interdisciplinary process requires an entire team from several professions to cooperate toward a shared goal to create objectives, make choices, and distribute resources and duties. Collaborating with the patient, a group of physicians from several specialties performs evaluation, evaluation, management, goal-setting and medical plan formulation. Any talks concerning the patient’s health, diagnosis, and treatment planning include the patient, their relatives, and any caregivers.

On the other hand, a comprehensive approach entails group members working individually to develop discipline-specific wellness programs that are executed concurrently without exhaustive analysis of their relationship. When providing for elderly persons, a mix of the two techniques may be utilized based on the capabilities of the specific health care (Huang et al., 2019).

Summary of Interview

Teams may believe they are working toward a shared objective without explicitly expressing it. Before the organizers stressed the need for goal planning, this was unquestionably the case in our circumstances. The main concern of our student nurses was ensuring that patients had gotten sufficient care to avoid recurrence. Case management and nursing students better understand the spectrum of recovery and rehabilitation concerns that must be considered outside medical treatment. A two-way track, communication is crucial in the office for several reasons. First, it ensures that each individual is aware of and comprehends the work at hand. Secondly, collaboration enables teammates to exchange views and suggestions, which may enhance the quality of the project as a whole.

Lastly, effective communication promotes a supportive team climate and aids in developing trust among team members. Uncertainty, irritation, and conflict may result from a communication breakdown. Healthcare organizations may improve results and work healthier and more profitably by adopting reasonable communication procedures (Stedman & Adams-Pope, 2019).

Strategies to Gather Sufficient Information

It is difficult for partners to reuse the varied data utilized during medication discovery since it is created by geographically separated organizations and kept in different places. These datasets are not only presented in various formats and structures. However, their terminology may also need more descriptive labels, making it challenging to locate, integrate, and correlate them. Additionally, just a few data storage and analysis solutions allow various data consumers to analyze the information system for their requirements quickly (Salazar et al., 2019).

Interdisciplinary Approach 

Reductions in the length of hospital stay, better patient protection, and higher staff motivation are all related to effective multidisciplinary communication. However, in complicated healthcare environments, communication failures are frequent, and numerous communication systems often emerge within a given company. The interdisciplinary team aims to assess the effectiveness of the present mechanisms for multidisciplinary communication in clinics and to provide suggestions for their improvement. The researchers discovered a highly effective multidisciplinary approach after completing site inspection and staff surveys. The team assesses the best multidisciplinary communication techniques for inspections of different healthcare organizations through evidence-based interdisciplinary approach. The interdisciplinary team creates a test program for adopting an efficient multidisciplinary communication channel in a healthcare setting based on features of the highest operational teams, in-depth surveys, walkthroughs, and information from an exhaustive literature study. Greater responsibility, an emphasis on collaboration, and genuine leadership support are essential aspects of the pilot project (Paterson et al., 2020).

Change Theories and Leadership Strategies

To succeed in the corporate world, they need excellent interpersonal skills. Being capable of effective communication is the foundation for a team’s ability to work collaboratively and efficiently. Leadership is needed in this situation, and influential leaders must also be exceptional speakers. How a leader interacts sets the atmosphere for the rest of the business since they engage with every group and many workers. Tom Peters and Robert Waterman of the McKinsey Consulting Company in the early 1980s created the McKinsey 7S model. The model can assess and examine changes in an organization’s current condition. The 7S model detects any inadequacies or contradictions between different components and offers a comprehensive action plan to move the corporation from its present condition to its intended state (Palepu et al., 2020).

John Kotter created the 8-step conceptual framework, that is most accurate and reliable for workplace strategy. It is a framework that is frequently applied for implementing revolutionary culture efficiently in numerous industries. His publication “Leading Transformation,” that was based on decades of research showing there is still a 30% chance that training and development can be applied effectively, made that the very first acknowledgment of it. Changes in environment, new methods, modern technology, partnerships, transactions, etc. are all examples of ways that perhaps the transformation may be reflected in them (Kim & Song, 2020).

Collaborative Approaches

In general practitioners, coordinated care administration is uncommon. The Treatment of Mental, Physical, and Substance Use Syndromes (COMPASS) approach was created by a group of ten organizations to test the viability of integrated care in various situations (Huang et al., 2019). A quick behavioral intervention called BATHE is intended for use by doctors during patient appointments. Although the method has received considerable worldwide attention, there needs to be more data to support its acceptance and advantages for patient care. In order to investigate the potential use of BATHE as a crucial element of a person-focused strategy to enhance the management of frequently visiting patients in primary healthcare (Franklin & Nyland, 2020). Henceforth, it can be said that aforementioned sources has the potential to resolve the issue discussed in the paper under discussion.

Conclusion NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Organizations that are multidisciplinary or not involved in healthcare delivery, like interprofessional collaboration, confront unique difficulties. These difficulties include the contentiousness of dividing up professional duties and areas of competence, strategizing, and making decisions while providing high-quality patient outcomes in complicated problems.

References

Franklin, T., & Nyland, J. (2020). The importance of developing athletic training leadership behaviors. Athletic Training Education Journal15(4), 246–250. https://doi.org/10.4085/1947-380x-19-010 

Huang, S., Chen, J., Mei, L., & Mo, W. (2019). The effect of heterogeneity and leadership on innovation performance: Evidence from university research teams in China. Sustainability11(16), 4441.
https://doi.org/10.3390/su11164441 

Kim, J., & Song, C. (2020). The relationship between R&D team diversity and team creativity. Management Decisionahead-of-print(ahead-of-print).
https://doi.org/10.1108/md-12-2019-1727 

Palepu, S., Nitsch, A., Narayan, M., Kim, S., & Osier, N. (Nico). (2020). A Flat Organizational Structure for an Inclusive, Interdisciplinary, International, and Undergraduate-Led Team. Frontiers in Education5(1).
https://doi.org/10.3389/feduc.2020.00102 

Paterson, C., Bacon, R., Dwyer, R., Morrison, K. S., Toohey, K., O’Dea, A., Slade, J., Mortazavi, R., Roberts, C., Pranavan, G., Cooney, C., Nahon, I., & Hayes, S. (2020). The role of telehealth during the COVID-19 pandemic across the interdisciplinary cancer team: Implications for practice. Seminars in Oncology Nursing36(6), 151090. https://doi.org/10.1016/j.soncn.2020.151090 

Salazar, M. R., Widmer, K., Doiron, K., & Lant, T. K. (2019). Leader integrative capabilities: A catalyst for effective interdisciplinary teams. Strategies for Team Science Success, 313–328.
https://doi.org/10.1007/978-3-030-20992-6_24 

Stedman, N., & Adams-Pope, B. (2019). Understanding principal investigators’ differences in leadership style and perceptions of teamwork to leverage leadership development. Journal of Leadership Education18(1), 14–24.
https://doi.org/10.12806/v18/i1/r2 

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