NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Interdisciplinary Plan Proposal

The goal of the program’s execution is to enhance multidisciplinary team cooperation in order to raise the hospital’s level of care. The main tactic depends on Lewin’s change theory of transformation and empowering leadership to enhance professional collaboration (Ortega & Orsini, 2020). A comprehensive strategy for interdisciplinary cooperation will enhance the standard of care delivered, minimize the workload on staff, and increase the happiness of those providing and seeking treatment. The requirement for nursing staff and their importance will only increase as the population ages, and the medical system develops. Particular strategies are required to increase the number of nursing staff and adequately train them. The module incorporates specific techniques to meet the criteria. This requirement is seldom met for several reasons, including difficulties in accurately and effectively protecting people’s freedom under challenging circumstances, pay levels exceeding their employment level, and the task’s extreme difficulty and apparent inability to succeed (Walton et al., 2020). Lewin’s Hypothesis will be additionally examined in this research to address this.

Objective and Predictions for an Evidence-based Interdisciplinary Plan

The major purpose of this approach is to stimulate team project amongst experts whose advise is crucial in offering skills to the people by modifying the present design of their workplace. The improvements to the facility will improve patient safety, reduce patient visits, and lessen the caregiver workload. Professionals will have to throw in more time at the start of the plan’s implementation since they will be responsible for new tasks such as researching issues, coming up with ideas, and setting up more conferences. The load will decrease once it is wholly implemented, owing to the precise timeline and the removal of interruptions (Wei et al., 2019). It will enhance the medical team’s multidisciplinary teamwork, which will suit the patients.

Due to the increased workload, preliminary plan implementation will also be accompanied by reduced quality of work life with the changes made. People going through the change will value how simple it is to utilize the new communication network. These results support those of Walton et al. (2020), who found that staff members were happier when there was a more precise division of work and less time invested with patients. Executives may first discount the advantages of working together and conducting frequent meetings since they require time and dedication. The most challenging aspect of implementing the strategy will thus be figuring out the flaws in the current communications network and addressing them, as well as convincing the personnel to cooperate (Walton et al., 2020).

Impact of Resources on Organization

Financial circumstances may affect how rank-and-file personnel see strategic leadership in healthcare organizations with top-level management styles. The organizations that adapt to these developments and accommodate their institutional culture to changing situations are the organizations that succeed and survive throughout those transitions, whether they are brought on by the financial environment, industry advances, or internal disputes. Primary healthcare organizations may learn how to react to changing situations by making the most of their constrained resources and straightforward institutional culture. Larger businesses may take longer to change due to their more intricate organizational structures and administrative levels. Still, they also have greater resources to carry out the required modifications (Ortega & Orsini, 2020).

Change Theory and a Leadership Strategy for the Project Plan

The most effective instruments for implementing the plan are transformational leadership techniques and Lewin’s theory of transformation (Robbins & Davidhizar, 2020). Executives should show staff members how ineffective the established order is as an initial step in defrosting and encourage them to seek for issues. In this circumstance, the management must assemble a team of employees and concentrate on their unique issues. In an incident, a patient Ms. Carol, expressed her anger about the need to delay her patients’ therapy because so many other medical professionals took too long to evaluate them. At the same time, medical professionals like endocrinologists and rheumatologists can object to being disenfranchised from their duties (Ortega & Orsini, 2020).

Allowing experts (such as nurses and doctors) to showcase their knowledge and gain from the perspectives of others during group meetings is the primary concern a leader can have to promote collaboration. It is crucial to aggregate resources and expertise to create new processes, personalities, tactics, and forms of communication in order to provide patients with enhanced durability. This step of the article by McIntosh included learning, training, connecting, and conveying the idea and modifications (2019). In the last stage of refreezing, effective leadership can demonstrate transactional leadership traits by using compensation and penalties to uphold the new arrangement the team had created. A collaborative working sense of fairness and organization will be established and reinforced to achieve the plan’s goal of improved elderly care (McIntosh & Layland, 2019).

The Collaboration needed by an Interdisciplinary Team

The executives, who may be upper staff with absolute authority over healthcare professionals, have the most significant responsibilities in executing the strategy. They are in charge of putting together the multidisciplinary team, which initially consists of geriatric nurses, a cardiologist, an endocrinologist, an orthopedist, and a psychotherapist. The management’s duties include enhancing morale and assisting with job distribution (Guest et al., 2020). The front-runner must also gather data on how experts now assess senior citizens and provide suggestions for future changes. Specialists then have the duty to look into pertinent industry data and provide suggestions for improving the solution. Additionally, Ms. Carol needs to look into the doctors’ accessibility to her patients and provide suggestions concerning the most practical medical appointments (Figueroa et al., 2019).

At this time, the leader’s primary obligation is to ensure everyone cooperates and openly exchanges information. The company must also create a new plan for visiting elderly patients, considering their preferences and their professionals’ advice. Healthcare workers are anticipated to replicate the unique teaching and provide appropriate competence to collective goals. The manager must monitor the team’s compliance with the strategy and the rules for how they interact with one another throughout this last period (Azar, 2021).

Organizational Resources

Organizational resources play an important role in provision of adequate healthcare services. However, in the present situation there is a lack of administrative resources capable of putting the strategy into practice. Because they must assess older adults who are not their patients, experts’ shift patterns would not rise if such examinations were to occur at set times, ranging from 11 am to 12 am every day. Currently, the hospital has everything required to organize conferences, including room for sessions, projectors, and a work area to display material for the community. Finding the cost of the interdisciplinary session is the most important step. This ought to contain the salary paid to employees when they were enrolled in the program, trainee costs for lodging, food, and commuting, the system’s equipment and facility costs, the facilitator’s fees and costs of innovation and licensing expense of administration. The only actual expense is the time spent attending conferences. Health professionals typically make $40,000 per year, according to “Occupational employment statistics” 2019 (Figueroa et al., 2019). The administrator and specialists must thus get an additional $500 every week. As a result, implementing the strategy will only need a little investment in cash but a lot of management work (Alilyyani et al., 2018). For Ms. Carol, the arrangement of a specialized care team and her therapy would cause additional costs on the system, but it is beneficial to enhance patient safety and experience.

Conclusion NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal

Nurses distinguish among the noblest and most meaningful careers for themselves and society when contrasted to other professions. Notwithstanding this, many caregivers are taken aback by certain professionals’ resistance to taking on a management role. It is important to remember that nurses should make these fiscal and social choices because they often lack assistance and cannot motivate their coworkers. A plan is given for overcoming these tendencies and boosting field margins. It is a thorough plan that considers every aspect of the controversy and offers recommendations for how it might be settled next.

References

 

Alilyyani, B., Wong, C. A., & Cummings, G. (2018). Antecedents, mediators, and outcomes of authentic leadership in healthcare: A systematic review. International Journal of Nursing Studies83(1), 34–64.
https://doi.org/10.1016/j.ijnurstu.2018.04.001 

Azar, K. M. J. (2021). The evolving role of nurse leadership in the fight for health equity. Nurse Leader19(6).
https://doi.org/10.1016/j.mnl.2021.08.006 

Figueroa, C. A., Harrison, R., Chauhan, A., & Meyer, L. (2019). Priorities and challenges for health leadership and workforce management globally: A rapid review. BMC Health Services Research19(1). Biomedcentral.
https://doi.org/10.1186/s12913-019-4080-7 

Guest, J. L., del Rio, C., & Sanchez, T. (2020). The three steps needed to end the COVID-19 pandemic: Bold public health leadership, rapid innovations, and courageous political will. JMIR Public Health and Surveillance6(2), e19043.
https://doi.org/10.2196/19043 

McIntosh, B., & Layland, A. (2019). Change management in the NHS: Distributed leadership. British Journal of Healthcare Management25(7), 230–234. https://doi.org/10.12968/bjhc.2018.0076 

Ortega, F., & Orsini, M. (2020). Governing COVID-19 without government in Brazil: Ignorance, neoliberal authoritarianism, and the collapse of public health leadership. Global Public Health15(9), 1–21.
https://doi.org/10.1080/17441692.2020.1795223 

Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager39(3), 117–121.
https://doi.org/10.1097/hcm.0000000000000296 

Walton, M., Murray, E., & Christian, M. D. (2020). Mental health care for medical staff and affiliated healthcare workers during the COVID-19 pandemic. European Heart Journal: Acute Cardiovascular Care9(3), 204887262092279. https://doi.org/10.1177/2048872620922795 

Wei, H., Roberts, P., Strickler, J., & Corbett, R. W. (2019). Nurse leaders’ strategies to foster nurse resilience. Journal of Nursing Management27(4), 681–687. https://doi.org/10.1111/jonm.12736 

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