NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification, Assessment 3 Interdisciplinary Plan Proposal PART 2, Paper # 2- Interdisciplinary Plan Proposal

Objective

The main objective of the interdisciplinary approach is to promote effective change at the clinic. The root cause analysis and the Plan-Do-Study-Act (PDSA) models will be significant in leading the required change in leadership. These models would ensure that new leadership and systems are geared toward meeting the desired patient safety. Again, they will gather data on all departments and allow the development of a unified communication system that binds all the departments at the facility.

Questions and Predictions

1. How much time would the clinic take to adopt these changes and start recording a positive patient outcome?
2. The clinic would have to start by changing its leadership. This is the first process that might take 6 months for the new leaders to commence their duties. Secondly, the new leadership would have to deal with the issue of medication errors for a period of one year. After one and a half years, the company would conduct an evaluation plan to determine the effect of the changes in solving its problems.
3.  What can be the most effective solution for the medication error issue cited at the facility?
4. Medication errors can be solved using various strategies. One of them is using bar codes. Barcodes ensure medications are administered to the correct patients (Thomson et al., 2018). One pro of this method is that the technology is easy to use. However, the acquisition of the whole barcoding system and personnel training may need a huge capital.
5. How will change in leadership improve unity?

c. First, the change of leadership required at the facility is transformational leadership, where the new leaders are required to create a good working environment for the employees. The transformational leadership style would help solve most of the company’s collaboration issues.

Change Theories and Leadership Strategies

The change theories and the leadership strategies required at the facility would gear towards changing the management to meet the desired patient safety. The compromised collaboration between nurses, patients, and management resulted in a great loss at the facility. The unity developed between nurses, patients, and management in times of crisis are effective in solving a problem (Johnson & Carragher, 2018). These leaders would ensure an effective communication system that would result in a better relationship between the nurses and the management. The success of any project started at the facility depends on the leadership.

Team Collaboration Strategy

Trust, respect, and collaboration are inherent to the effectiveness of any team. Teamwork is central to a system where employees work together to achieve a common goal. An interdisciplinary approach must be used when considering teamwork models in health care (Kyaw et al., 2019). Collaborative strategies in healthcare include ensuring strategic communication within the team, accepting diversity, unlocking creativity, and maintaining a positive outlook toward change. Therefore, the new team will review the presented causes of an issue affecting the facility. In doing so, the project managers will ensure that all the nurses and other healthcare professionals meet to understand the desired change and rally towards its support.

Required Organizational Resources

Various organizational resources would be required for the required change. One of the resources is staffing needs. The staff would need adequate training on the new leadership and system and ensure that it aligns with the desired outcome. New software and updated EHRs would be required at the facility. The nurses would have to learn how to use this updated system to ensure patient safety. The clinic will spend $500,000 on this equipment as they form the key to achieving the desired quality.

Proposed Financial Budget

References

Holmes, L., Cresswell, K., Williams, S., Parsons, S., Keane, A., Wilson, C., … & Starling, B. (2019). Innovating public engagement and patient involvement through strategic collaboration and practice. Research Involvement and Engagement, 5(1), 1-12. https://doi.org/10.1186/s40900-019-0160-4

Johnson, J. M., & Carragher, R. (2018). Interprofessional collaboration and the care and management of