Interdisciplinary Plan Proposal
The interdisciplinary plan is proposed to reduce the burden on the diabetes specialist nurse (DSN) providing care in the diabetic intensive care unit. The plan aims to improve the quality of care and enhance the productivity of the healthcare staff to achieve the outcomes.
Objective
The plan is to enhance the collaboration of the interdisciplinary team, and a transformational leadership strategy is implemented to achieve the outcomes. Moreover, Lewin’s change theory is applied to incorporate the new intervention into practice to achieve the desired outcomes.
Question and Prediction
How much time is required to implement the plan?
The organization plan changes cannot happen on fortnights. Therefore, the time for implementation of the plan is three months. The training and education of the new staff are possible in the six weeks and after that their performance can analyze their evaluation.
How to achieve the maximum outcomes for the organization?
The outcomes can be achieved through the collaboration of the interdisciplinary team. This collaboration will directly impact the organization’s quality of care and productivity. Moreover, this collaboration will help to achieve optimal outcomes for an organization.
What is the outcome of learning about the interdisciplinary plan?
I will be able to implement evidence-based practices for interdisciplinary teams in any healthcare facility and improve the outcomes.
The methods that can be used for determining success are conducting monthly quality assurance testing of the plan implemented along with surveys and workshops.
Change Theory and Leadership Strategies
The change theory and leadership strategy will enhance the productivity of the Diabetic Intensive Care Unit’s (DICU) Diabetes Specialist Nurse (DSN). According to Lewin’s change theory, barriers that oppose driving forces aim to maintain the current status of the healthcare organization. The primary barriers in this project are the current workload and lack of collaboration among the interdisciplinary team. To create positive forces for change, the new staff can be educated and trained to assist the DSN, reducing the workload burden. Balancing driving and restraining forces is crucial in planned change operations, and organizations should use Lewin’s three-step methodology to shift the current status (Hussain et al., 2018).
- The first step in the planned change operation is to raise awareness among staff regarding the workload burden on the DSN and the lack of collaboration among the interdisciplinary team. This can be achieved by educating staff, challenging the existing status quo, and demonstrating the problems associated with the current approach. One effective way to reduce the workload burden is to educate the new staff about diabetic management. Additionally, interdisciplinary collaboration can be improved through effective communication skill training (Raza, 2019).
- The process of changing and moving forward involves exploring alternatives, identifying the benefits of change, and mitigating negative influences that may hinder progress. This can be achieved through brainstorming, role modeling, coaching, and training. For instance, holding team discussions can enhance communication skills among healthcare providers, including the new staff who bring diverse backgrounds and experiences that may lead to new and innovative ways of improving patient care quality.
- The final step in the planned change operation is to incorporate and maintain a new equilibrium in the system that becomes ingrained and resists further change. This can be achieved by celebrating success, re-training staff as needed, and monitoring Key Performance Indicators (KPIs), as Petiprin (2020) stated. The existing DSN will play a key role in training new staff, and re-training of the interdisciplinary team will help improve their communication skills and maintain the new equilibrium in the system.
NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Adopting a transformational leadership strategy has been shown to reduce work pressure and increase compliance with safe work behavior in healthcare organizations. Incorporating new staff members into the existing team can also alleviate workload pressures on healthcare providers. Additionally, providing education and training to new staff will enhance the overall productivity of the healthcare organization. Work pressure has been found to moderate healthcare providers’ compliance with safe work behavior, particularly when combined with a transformational leadership strategy (Ugwu et al., 2020). Transformational leadership has been shown to improve healthcare providers’ performance by positively influencing their coping methods. Public health leaders encourage personal growth, particularly achievement motivation and positive coping strategy, to improve healthcare providers’ performance (Chu et al., 2021). By utilizing this leadership strategy, the DSN can effectively provide quality care to patients. NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Real World Example
The National Academies of Sciences, Engineering, and Medicine’s Health and Medicine Division recognizes the impact of transformational leadership and evidence-based practice in creating a work climate that supports patient safety. Healthcare organizations that adopt transformational leadership see an increase in worker satisfaction, leading to a significant reduction in patient care errors. A recent study from Belgium found that transformational leadership significantly improves nurses’ safety performance (Morales, 2020). Nurse managers who employ transformational leadership foster an environment where staff is more committed to organizations, resulting in higher morale, job satisfaction, and productivity.
Team Collaboration Strategy
According to Warr & West (2020), an interdisciplinary collaboration among students is on the rise. Nursing students praised the flexibility of the classes and expressed enthusiasm due to their authenticity. The classes were reported to have facilitated the development of discipline-specific and cross-disciplinary skills. The programs fostered the growth of multidisciplinary cooperation, inventiveness, and communication abilities (Warr & West, 2020). Collaborating with professional and new /young staff will enhance the communication skills of both parties. Weekly meetings and active listening will improve nursing students’ collaboration. This strategy will also enable the new staff to openly discuss the issue they are facing while providing patient care, ultimately enhancing the healthcare system’s productivity and achieving better outcomes.
NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Interdisciplinary teaching that fosters creativity benefits collaborative interactions, leading to trust and reduced relationship conflict for nursing student teams. Multidisciplinary learning is incorporated into the nursing students’ curriculum to increase teamwork and the capacity of student teams to develop new, patentable healthcare goods (Liu, 2021). Multidisciplinary learning will enhance the nursing students’ creativity, communication skills, and collaborative abilities, ultimately improving nursing practices and providing quality care to diabetic patients.
Real World Example
Interdisciplinary collaborations are frequently best supported by a program of engagement planned and established research platforms, including those funded by the National Institute for Health Research (NIHR) (Smye & Frangi, 2021). For example, in Leeds, the NIHR Surgical MedTech Cooperative is an example of successful large-scale interdisciplinary collaborations among clinicians, physicists, engineers, industry partners, and patients in healthcare. This approach has improved patient safety and professional growth for healthcare providers. NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Required Organizational Resources
Diabetes is a chronic illness, and its management can be costly compared to patients without diabetes. The American Diabetes Association (ADA) provides statistical data indicating that hospitalization accounts for 30% of the total cost of medical care for diabetes patients. In comparison, 30% goes towards prescription drugs for managing diabetes-related complications. Additionally, 15% of the cost goes towards diabetes supplies and anti-diabetic medications, and 13% goes towards trips to medical offices. One in four healthcare dollars in the U.S. is spent on treating patients with diabetes, highlighting the need for more healthcare providers to assist DSN and improve the organization’s workforce. Furthermore, new monitoring devices are necessary to check the glycemic levels of patients.
The organization needs more healthcare providers to meet the increasing demand for healthcare services, and patients need greater access to healthcare. The organization has existing resources in equipment, physicians, nurses, pharmacists, and social workers. The total budget for hiring new staff, training, education, and installing equipment will be $1 million. The budget allocates 40% for new staff, 30% for new equipment installation, and 20% for training and education of the new staff. The remaining budget is kept aside for any unforeseen needs. Failure to implement the plan in the hospital could lead to a high staff turnover rate due to the unavailability of new resources, resulting in decreased patient care and safety quality. Additionally, patient mortality and morbidity rates could increase, leading to the nurse’s inability to provide quality care.
Real World Example
Technologies can assist hospitals in recommending the most cost-effective options that provide the best patient outcomes. According to the American Society of Health-Systems Pharmacists (ASHP) Research and Education Foundation, there was an 18.5% increase in average total drug expenditure per hospital admission in 2017 compared to 2015. As a result of prescription shortages or significant price hikes, one in four hospitals had to reduce staff, and more than 90% had to find alternative therapy. One of the main priorities of every hospital is to track purchasing options from various wholesalers and analyze their previous expenditures to make informed decisions about future purchases (Rivosecchi, 2021).
Conclusion
It is essential to allocate resources effectively, considering the department’s needs and identifying necessary changes to optimize outcomes. To achieve the desired outcomes, the proposed plan addresses the issue by utilizing an interdisciplinary team approach, implementing change theory, and adopting effective leadership strategies. By doing so, the plan can improve patient care quality and enhance the organization’s overall productivity. NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
References
ADA (n.d.). The Cost of Diabetes | ADA. Diabetes.org. https://diabetes.org/about-us/statistics/cost-diabetes
Chu, H., Qiang, B., Zhou, J., Qiu, X., Yang, X., Qiao, Z., Song, X., Zhao, E., Cao, D., & Yang, Y. (2021). The Impact of Transformational Leadership on Physicians’ Performance in China: A Cross-Level Mediation Model. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.586475
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s Change Model: A Critical Review of the Role of Leadership and Employee Involvement in Organizational Change. Journal of Innovation & Knowledge, 3(3), 123–127. Science Direct. https://doi.org/10.1016/j.jik.2016.07.002
Liu, H.-Y. (2021). Effect of interdisciplinary teaching on collaborative interactions among nursing student teams in Taiwan: A quasi-experimental study. Nurse Education Today, p. 106. https://doi.org/10.1016/j.nedt.2021.105083
Morales, M. (2020, January 24). Examples & qualities of transformational leadership in nursing. https://www.relias.com/blog/transformational-leadership-in-nursing
Petiprin, A. (2020). Lewin’s change theory. Nursing Theory. https://nursing-theory.org/theories-and-models/lewin-change-theory.php
Raza, M. (2019). Lewin’s 3-Stage Model of Change Explained. https://www.bmc.com/blogs/lewin-three-stage-model-change/
Rivosecchi, A. (2021). Hospital Pharmacies and Budget Management: How Technology Can Help. Drug Topics. https://www.drugtopics.com/view/hospital-pharmacies-and-budget-management-how-technology-can-help
Smye, S. W., & Frangi, A. F. (2021). Interdisciplinary research: Shaping the healthcare of the future. Future Healthcare Journal, 8(2), e218–e223. https://doi.org/10.7861/fhj.2021-0025
Ugwu, F. O., Idike, A. N., Ibiam, O. E., Akwara, F. A., & Okorie, C. O. (2020). Transformational leadership and management safety practices: Their role in the relationship between work pressure and compliance with safety work behaviour in a health-care sector industry. Journal of Psychology in Africa, 30(1), 1–8. https://doi.org/10.1080/14330237.2020.1716551
Warr, M., & West, R. E. (2020). Bridging academic disciplines with interdisciplinary project-based learning. Interdisciplinary Journal of Problem-Based Learning, 14(1). https://doi.org/10.14434/ijpbl.v14i1.28590