NURS FPX 4010 Assessment 3

NURS FPX 4010 Assessment 3

Name

Capella University

FPX4010-Leading People, Processes, and Organizations

 in Interprofessional Practice

Prof. 

February, 2024

Interdisciplinary Plan Proposal

This proposal suggests an interdisciplinary approach to enhance the patient discharge process at City General Hospital. The approach aims to improve patient care, streamline operations, and foster a collaborative working environment among healthcare professionals. The plan addresses staffing shortages and limited resources by focusing on quality care and productivity of healthcare staff. Jane Doe, Nurse Manager of the Cardiology Unit, highlights the need for an interdisciplinary approach to address increased nurse workloads, reduced staff numbers, suboptimal patient care, prolonged hospital stays, and patient dissatisfaction. The strategy involves collaboration between nursing, medical, administrative, and social work departments to streamline processes, improve the patient experience, and enhance operational efficiency while addressing systemic issues.

Objective

This plan aims to improve patient discharge at City General Hospital by streamlining the process, reducing wait times, and enhancing care quality. It will use an interdisciplinary approach, change management theories, and effective leadership strategies to create a collaborative, patient-centric healthcare environment. The objective is to ensure a seamless patient transition from hospital to post-discharge, leading to better health outcomes, increased satisfaction, and reduced readmission rates. The plan will enhance staff satisfaction, reduce workload strain, and foster a positive work atmosphere. By enhancing collaboration and using change theory, the plan seeks to achieve improved patient outcomes, increase healthcare delivery efficiency, and improve the overall quality of services (Jones et al., 2021).

Question and Prediction

1. How long will it take to implement the plan?

The proposed three-month plan for implementing changes seems feasible and strategic. It provides ample time for comprehensive training and adaptation to new practices. The transformational leadership strategy and change theory application will be integrated into the initial stages during this period. This may lead to early signs of better collaboration and communication among interdisciplinary teams. However, the impact on effectiveness and outcomes, such as improved patient care and staff productivity, may only become apparent after the initial implementation phase as teams adjust and refine their new working dynamics.

2. How can an organization achieve maximum outcomes?

To achieve the best possible outcomes, the organization needs to prioritize fostering a strong culture of communication and teamwork among interdisciplinary team members. This can be accomplished through a variety of strategies, such as holding regular interdisciplinary meetings, implementing collaborative decision-making processes, and providing continuous training programs to keep staff up-to-date on best practices. Encouraging open dialogue and feedback is also an effective way to identify and address any challenges that may arise early on. All team members must be aligned with the organization’s goals and understand their role in achieving these goals for the plan to be successful within the three-month period.

3. What is the result of studying the interdisciplinary plan?

The expected results of the plan are to improve the team’s approach to patient care by making it more cohesive and efficient while also adhering to evidence-based practices. This, in turn, should lead to better patient outcomes, streamlined processes, and potentially, higher staff morale and satisfaction. To evaluate the effectiveness of these changes, a combination of monthly quality assurance tests, surveys, and workshops will be conducted. These measures will provide objective data on care quality and efficiency, as well as subjective feedback from both staff and patients. This approach will offer a comprehensive view of the plan’s achievements and areas for further improvement.

The plan’s success can be determined by monthly quality assurance tests, surveys, and workshops. 

Change Theory and Leadership Strategies

The proposed interdisciplinary plan aims to enhance the patient discharge process in healthcare settings through a structured and collaborative approach. To accomplish this, the plan will utilize the Plan-Do-Study-Act (PDSA) cycle to identify and address the inefficiencies in the current discharge procedures. The plan will involve a baccalaureate-prepared nurse like Jane to lead the process. To ensure comprehensive and holistic patient care, the interdisciplinary team will comprise physicians, nurses, Direct Service Nurses (DSNs), pharmacists, physician assistants, and social workers. By integrating evidence-based practices and proven protocols for discharge planning, the plan seeks to improve the quality of care and enhance patient outcomes (Madsen et al., 2021).

Change management theories, such as Kurt Lewin’s three-stage model, Kotter’s 8-Step Change Model, and the ADKAR Model, will facilitate this transformation, addressing the need for change, implementing new practices, and solidifying these changes within the organizational culture. Leadership strategies, such as Transformational Leadership, Servant Leadership, and Situational Leadership, will guide the team through the process, fostering a culture of continuous improvement, collaboration, and adaptive skills (Liu et al., 2021). Overall, this interdisciplinary plan is designed to revolutionize the patient discharge process, making it more efficient, patient-centric, and aligned with the highest standards of healthcare delivery.

The following are the steps for the planned change operation in improving the patient discharge process:

• Conduct a thorough assessment of the current patient discharge process to identify specific inefficiencies and areas for improvement. Building awareness among the interdisciplinary team members about the identified issues and the need for change is crucial at this stage.
• Establish a leadership team that includes a baccalaureate-prepared nurse like Jane, along with representatives from various disciplines such as physicians, DSNs, pharmacists, physician assistants, and social workers. This team will be responsible for guiding and overseeing the change process.
• Develop a plan using the PDSA cycle. The plan should outline clear goals, timelines, and team members’ specific roles and responsibilities. It should also include the criteria for measuring the success of the change.
• Provide training and education to all relevant staff members to ensure they have the knowledge and skills to implement the new discharge process. This may involve workshops, seminars, and hands-on training sessions.
• Begin implementing the new patient discharge process per the strategic plan. This includes applying evidence-based practices, standardized protocols, and guidelines to ensure a smooth and efficient discharge process.
• Continuously monitor the implementation process and evaluate its effectiveness. Collect data, analyze outcomes, and compare them against the set goals and criteria.
• Based on the evaluation, gather feedback from staff and patients and make necessary adjustments to the discharge process. This step is critical for refining and optimizing the new procedures.
• Once the new process has been fine-tuned and shows positive results, work on institutionalizing the change within the organization. This includes updating policy documents and standard operating procedures and ensuring that the new process becomes a part of the regular workflow.
• Establish a mechanism for ongoing review and continuous improvement of the patient discharge process. 
• Acknowledge and celebrate the team’s achievements in implementing the change. Recognizing the efforts and successes helps build morale and encourages continuous engagement and improvement (Hahn et al., 2024).

By following these steps, the planned change operation aims to create a more efficient, patient-centred, and effective patient discharge process, leading to improved patient outcomes and overall operational efficiency in the healthcare setting.

Real World Example

City General Hospital is facing challenges with its patient discharge process, and the integration of Kotter’s 8-Step Change Model could present significant improvements. This model is renowned for its effectiveness in organizational change, particularly in healthcare settings. Creating a sense of urgency by highlighting the current system’s inefficiencies, such as prolonged patient stays and dissatisfaction, sets the stage for change. To ensure a well-rounded perspective in steering the change, a guiding coalition that includes diverse professionals like nurses, physicians, administrative staff, and patient representatives can be formed (Bradley et al., 2022). Developing and communicating a clear vision for a more efficient and patient-friendly discharge process is crucial to align and motivate staff. To reinforce this strategy, City General Hospital can adopt Transformational Leadership, a style that inspires and motivates staff towards exceptional performance. Leaders can share success stories from other hospitals where similar changes have improved patient outcomes, fostering a culture of aspiration and innovation. Encouraging staff to contribute innovative ideas and emphasizing team building can further solidify this approach. By embodying the desired change, leaders can effectively role model commitment and dedication to the new discharge process (Cadel et al., 2022).

Studies in healthcare support these approaches. For instance, the successful implementation of Kotter’s model in reducing medication errors in a Midwest USA hospital underscores its practicality. Furthermore, transformational leadership has been linked to higher job satisfaction among healthcare staff, as noted in studies published in notable nursing journals (Bendowska  & Baum, 2023). This combination of a structured change model and dynamic leadership approach positions City General Hospital to effectively revamp its discharge process, promising enhanced efficiency and patient satisfaction and setting a precedent for operational excellence in healthcare.

Team Collaboration Strategy for Interdisciplinary Teams

To achieve the plan’s objectives at City General Hospital, it is essential to implement a robust team collaboration strategy. This strategy must leverage the strengths and expertise of an interdisciplinary team, which includes professionals from diverse healthcare backgrounds, such as nursing, medicine, pharmacy, social work, and administrative staff. There are several key elements to successful collaboration, including:

• Effective and open communication is crucial. Regular team meetings, shared communication platforms such as electronic health records or team messaging apps, and encouraging open dialogue can facilitate better understanding and coordination among team members.
• Each team member should clearly understand their role and how it contributes to the overall objective. This clarity helps in ensuring accountability and efficient task delegation.
• The team should work towards a common goal, which, in this case, is improving the patient discharge process. Aligning individual objectives with the team’s overall goal ensures that every member works cohesively towards the same end.
• Building an environment of mutual respect and trust among team members is crucial. Recognizing and valuing the diverse skills and knowledge each member brings enhances collaboration.
• Encouraging a culture where team members collaboratively address challenges and develop solutions can lead to innovative approaches and better decision-making.

Studies have shown that joint decision-making in interdisciplinary teams leads to more comprehensive and patient-centered care. Furthermore, leadership is critical in fostering a collaborative environment, as they should actively promote interprofessional interactions and learning (Madsen et al., 2021). City General Hospital can foster a collaborative environment within its interdisciplinary team by implementing the strategies and best practices outlined above. For instance, establishing regular interdisciplinary case conferences can allow team members to discuss patient discharge plans, share insights, and make joint decisions. Leadership at City General Hospital should actively promote and participate in these interdisciplinary interactions to model and reinforce the value of collaboration. Effective team collaboration, guided by best practices and inspired by successful real-world examples, is crucial for City General Hospital to achieve its objective of improving the patient discharge process. This collaborative approach enhances patient care and contributes to a more satisfying and productive work environment for healthcare professionals.

Real World Example

The Mayo Clinic is a well-known medical institution that follows a collaborative care model in which healthcare professionals, such as physicians and nurses, work closely to provide patients with the best possible care. This approach has resulted in better patient outcomes and higher satisfaction rates. Similarly, Johns Hopkins Hospital employs interdisciplinary teams for patient care, especially for complex cases, including specialists from various fields. These teams regularly meet to discuss and plan patient care, ensuring a comprehensive treatment plan (Cadel et al., 2021).

Required Organizational Resources

City General Hospital’s plan to revamp the patient discharge process requires allocating specific organizational resources. It is crucial to have a dedicated financial budget that encompasses costs for additional staff training, investment in new technology or software to enhance coordination, and resources for monitoring and evaluating the implemented changes. The human resource aspect is equally vital, requiring skilled healthcare professionals, project managers, and data analysts to manage and execute the plan effectively. Investing in technology and infrastructure, such as upgrading electronic health records systems or patient management software, is essential to streamline the discharge process. Comprehensive training programs and materials must ensure all staff can adapt to new discharge procedures (Dietl et al., 2023). 

The repercussions of not implementing the plan are significant. Continued inefficiencies in the discharge process can lead to longer patient stays, escalating operational costs, and reducing revenue due to decreased bed availability. Quality of care could deteriorate, potentially leading to health complications, increased readmission rates, and negatively impacting the hospital’s reputation and patient satisfaction scores. Additionally, persisting inefficiencies can strain staff morale, increase workload, and potentially result in higher turnover rates.

Real World Example

Real-world examples highlight the benefits of such investments. The Cleveland Clinic improved its operational efficiency and quality of patient care by implementing an advanced EHR system. This initiative also led to an increase in staff satisfaction. Similarly, the Mayo Clinic has been investing in staff training to maintain high standards of patient care and operational efficiency. City General Hospital’s success in enhancing the patient discharge process relies on these critical resources. Neglecting investment in these areas could result in financial strain, reduced quality of care, and negative effects on staff morale (Maggio et al., 2023). On the other hand, proper allocation of resources could transform the discharge process, resulting in better patient outcomes, increased efficiency, and a more motivated workforce.

Conclusion

City General Hospital’s comprehensive plan aims to improve the patient discharge process, enhance healthcare delivery, and boost operational efficiency. The plan adopts an interdisciplinary approach and effective leadership strategies, such as Transformational and Servant Leadership, to address the existing inefficiencies in the hospital’s discharge procedures. The plan’s success depends on critical components, including a strong collaboration strategy, necessary resource allocation, and continuous staff training and development. Failure to implement the plan could lead to financial strain, diminished quality of care, and lowered staff morale. Real-world examples from esteemed institutions highlight the benefits of similar initiatives, demonstrating how investment in technology, staff training, and a collaborative approach can lead to better patient outcomes and increased operational efficiency. City General Hospital’s plan ultimately represents a shift towards a more patient-centered, efficient, and collaborative healthcare model. Its successful implementation could serve as a model for other healthcare facilities, highlighting the profound impact of strategic planning, interdisciplinary collaboration, and effective resource allocation in the ever-evolving healthcare field.

References

Bendowska, A., & Baum, E. (2023). The significance of cooperation in interdisciplinary health care teams as perceived by polish medical students. International Journal of Environmental Research and Public Health, 20(2), 954. https://doi.org/10.3390/ijerph20020954

Bradley, D. C., Lannin, N. A., Clemson, L., Cameron, I. D., & Shepperd, S. (2022). Discharge planning from hospital. The Cochrane Database of Systematic Reviews, 2(2). https://doi.org/10.1002/14651858.CD000313.pub6

Cadel, L., Sandercock, J., Marcinow, M. (2022). A qualitative study exploring hospital-based team dynamics in discharge planning for patients experiencing delayed care transitions in Ontario, BMC Health Serv Res, 22, 1472. https://doi.org/10.1186/s12913-022-08807-4

Cadel, L., Guilcher, S. J. T., Kokorelias, K. M., Sutherland, J., Glasby, J., Kiran, T., & Kuluski, K. (2021). Initiatives for improving delayed discharge from a hospital setting: a scoping review. BMJ Open, 11(2). https://doi.org/10.1136/bmjopen-2020-044291

Dietl, J. E., Derksen, C., Keller, F. M., & Lippke, S. (2023). Interdisciplinary and interprofessional communication intervention: How psychological safety fosters communication and increases patient safety. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1164288

Hahn, B., Ball, T., Diab, W., Choi, C., Bleau, H., & Flynn, A. (2024). Utilization of a multidisciplinary hospital-based approach to reduce readmission rates. SAGE Open Medicine, 12. https://doi.org/10.1177/20503121241226591

Jones C., Austad K., Silver S,  (2023). Patient perspectives of the hospital discharge process: A qualitative study. Journal of Patient Experience.10. https://doi.org/10.1177/23743735231171564

Liu, P., Lyndon, A., Holl, J. L., Johnson, J., Bilimoria, K. Y., & Stey, A. M. (2021). Barriers and facilitators to interdisciplinary communication during consultations: a qualitative study. BMJ Open, 11(9). https://doi.org/10.1136/bmjopen-2020-046111

Madsen, N. L., Porter, A., Cable, R., Hanke, S. P., Hoerst, A., Neogi, S., Brower, L. H., White, C. M., & Statile, A. M. (2021). Improving discharge efficiency and charge containment on a pediatric acute care cardiology unit. Pediatrics, 148(3). https://doi.org/10.1542/peds.2020-004663Maggio, L. A., Costello, J. A., Ninkov, A. B., Frank, J. R., & Artino, A. R., Jr (2023). Expanding Interdisciplinarity: A bibliometric study of medical education using the medical education journal list-24 (MEJ-24). Perspectives on Medical Education, 12(1), 327–337. https://doi.org/10.5334/pme.984