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).