Capella 4005 Assessment 3

Name

Capella university

NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations

Prof. Name

Date

Interdisciplinary Plan Proposal

At Riverview Medical Center, a persistent issue impacting patient safety is the ineffective communication during critical care handoffs. These lapses often result in incomplete or inaccurate transmission of essential information, potentially leading to preventable errors. The proposed interdisciplinary strategy addresses this concern by developing a cohesive, team-based solution focused on the standardization of communication during handoffs. This involves enhancing communication norms and integrating collaborative systems to ensure continuity of care across transitions. According to Desmedt et al. (2021), structured handoffs significantly reduce the risk of omissions and misunderstandings, thereby enhancing overall safety.

Objective

The initiative will introduce a comprehensive communication framework supported by an interprofessional team. It seeks to implement standardized handoff procedures, real-time communication tools, and focused training programs. These components are designed to foster precise information exchange, reduce miscommunications, and enhance clinical accountability. The expected outcome is a measurable reduction in medical errors and improved coordination among care teams. Furthermore, improved communication processes will streamline workflows, bolster patient outcomes, and elevate institutional quality metrics.

Questions and Predictions

Question	Prediction
How will interdisciplinary teams impact handoff efficiency?	Initial implementation may increase coordination efforts, but it will eventually lead to more efficient, accurate handoffs.
What resources are essential for improving handoff communication?	Resources include standardized protocols (e.g., SBAR), staff training, electronic integration, and expert facilitation.
How do standard protocols reduce communication errors?	Protocols like SBAR promote clarity and consistency, significantly lowering the risk of misunderstanding.
What are key evaluation measures?	Success indicators include audit results, survey feedback, SBAR adherence, error rates, and TeamSTEPPS assessment tools.

Change Theories and Leadership Strategies

Kurt Lewin’s Change Theory

Kurt Lewin’s Change Management Model offers a strategic foundation for reshaping communication practices at Riverview Medical Center. The three stages—unfreezing, changing, and refreezing—guide organizational transformation. In the initial stage, unfreezing, leaders should highlight the consequences of substandard handoffs to raise awareness and generate momentum for change. During the changing phase, tools such as SBAR, I-PASS, and structured checklists are introduced to reinforce clear communication practices. Finally, the refreezing phase focuses on integrating these tools into daily routines through regular training, leadership feedback, and performance monitoring. Lewin’s model is effective in embedding long-term change; for instance, Boston Children’s Hospital successfully utilized it to implement I-PASS and significantly reduced communication-related errors (Shahian, 2021).

Transformational Leadership Strategy

Transformational leadership (TL) plays a vital role in driving this proposal forward. At Riverview, nurse and physician leaders adopting TL principles can inspire and empower their teams to commit to communication improvements. Individualized consideration helps leaders address staff concerns during the transition to standardized tools, while inspirational motivation fosters alignment with the vision of patient safety. Intellectual stimulation encourages staff to engage in problem-solving and innovation, facilitating the co-creation of new communication strategies. Evidence from Cincinnati Children’s Hospital illustrates that TL principles, when combined with tools like SBAR, effectively reduced sentinel events and enhanced communication culture (Sluder & Gillespie, 2024).

Team Collaboration Strategy

The interdisciplinary team at Riverview Medical Center will comprise professionals across multiple roles, each contributing to the handoff improvement plan. Their collaborative efforts will ensure that communication tools are relevant, sustainable, and integrated into clinical practice.

Team Member	Role in Handoff Strategy
Nurse Managers	Oversee implementation, ensure compliance, facilitate training
Bedside Nurses	Offer feedback, participate in simulations, reinforce protocol use
Communication Specialists	Design training workshops, optimize communication clarity
Hospital Administrators	Monitor outcomes, allocate resources, evaluate sustainability
IT Support & Integration	Ensure seamless access to electronic handover tools and patient information

Incorporating SBAR and I-PASS into the workflow will foster structured communication, improving the handover of patient data. Bedside nurses will gain hands-on experience with these tools through interactive role-play exercises. TeamSTEPPS methodology will be employed to solidify team roles and support mutual assistance strategies essential for effective collaboration (Hassan et al., 2024). These efforts promote a shared culture of responsibility, data accuracy, and open communication, which are fundamental to safe and efficient patient care (Patel et al., 2024).

Required Organizational Resources

The implementation of this communication strategy requires human, material, and financial investments. The following table outlines the needed resources:

Resource Type	Details	Estimated Cost
Staffing	Nurse managers, communication experts, administrators	Included in current roles
Infrastructure	Meeting rooms, digital handover systems, EHR integration	Existing facilities
Training & Development	Communication workshops, SBAR and I-PASS simulations	\$500–\$1,000 annually
External Support	Communication consultants	\$100–\$150 per session
Evaluation Tools	TeamSTEPPS surveys, audit forms, error tracking systems	Minimal (mostly digital tools)
Annual Operational Expenses	Time for meetings, audits, and ongoing training	\$10,000–\$15,000 per year

Failure to act may result in persistent communication breakdowns, which threaten patient safety, delay care transitions, and increase legal risks. According to Keebler et al. (2022), poor handoffs are directly linked to regulatory non-compliance, staff dissatisfaction, and turnover. These issues could ultimately impair morale and drive up recruitment and training costs, in addition to damaging the hospital’s public reputation due to decreased patient satisfaction.

Conclusion

Enhancing handoff communication through an interdisciplinary approach is a necessary step toward improving patient care at Riverview Medical Center. By implementing standardized tools like SBAR and I-PASS, supported by structured leadership and change management theories, this initiative aligns clinical operations with safety and quality benchmarks. Collaboration among diverse team members, integration of digital platforms, and continuous evaluation will help institutionalize these changes and ensure long-term effectiveness. The plan promises to reduce medical errors, strengthen team accountability, and foster a culture of consistent, patient-centered care.

References

Desmedt, M., Ulenaers, D., Grosemans, J., Hellings, J., & Bergs, J. (2021). Clinical handover and handoff in healthcare: A systematic review of systematic reviews. International Journal for Quality in Health Care, 33(1). https://doi.org/10.1093/intqhc/mzaa170

Deveaux, D., Kaplan, S., Gabble, L., & Mansfield, L. (2021). Transformational leadership meets innovative strategy: How nurse leaders and clinical nurses redesigned bedside handover to improve nursing practice. Nurse Leader, 20(3), 290–296. https://doi.org/10.1016/j.mnl.2021.10.010

Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of teamstepps on teamwork perceptions and patient safety culture among newly graduated nurses. BioMed Central Nursing, 23(1), 170. https://doi.org/10.1186/s12912-024-01850-y

Capella 4005 Assessment 3

Keebler, J. R., Lazzara, E., Griggs, A., Tannenbaum, S., Fernandez, R., Greilich, P., & Salas, E. (2022). Holistic strategy for promoting effective handoffs. BMJ Leader. https://doi.org/10.1136/leader-2022-000639

Patel, S. M., Fuller, S., Michael, M. M., O’Hagan, E. C., Lazzara, E. H., & Riesenberg, L. A. (2024). Handoff mnemonics used in perioperative handoff intervention studies: A systematic review. Anesthesia & Analgesia. https://doi.org/10.1213/ane.0000000000007261

Shahian, D. (2021). I-PASS handover system: A decade of evidence demands action. BMJ Quality & Safety, 30, bmjqs-2021-013314. https://doi.org/10.1136/bmjqs-2021-013314

Silvola, S., Restelli, U., Croce, D., & Basu, D. (2024). Change management for services redesign in healthcare: A conceptual framework. PubMed, 65(3), E410–E433. https://doi.org/10.15167/2421-4248/jpmh2024.65.3.3023

Capella 4005 Assessment 3

Sluder, A., & Gillespie, G. (2024). A quality improvement study to improve patient and family satisfaction through handoff of patient care between emergency department and inpatient nurses. Journal of Nursing Education and Practice, 15(3), 33–33. https://doi.org/10.5430/jnep.v15n3p33