NURS FPX 4005 Assignment 3 Interdisciplinary Plan Proposal

Name

Capella university

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

Prof. Name

Date

Interdisciplinary Plan Proposal

Nurse burnout refers to a condition characterized by emotional and physical exhaustion resulting from excessive workload stress. With over 6 million nurses, represents the chief section of the staff, accounting for 30% of organization employees in the United States (Shah et al., 2021). This paper focuses on addressing nurse burnout at Willow Creek Geriatric and Rehabilitation Center (WCGR), a rehabilitation facility serving elderly. This plan emphasizes an interdisciplinary approach, leadership, and current strategies to promote health and retention.

Objective

This plan will execute an interdisciplinary strategy to decrease nurse burnout at WCGR by strengthening collaboration. It aims to enhance emotional and organizational support while promoting fair workload distribution for night-shift nurses. Reaching this goal is expected to improve organizational outcomes by increasing staff retention. It reduces turnover and nurtures a culture of teamwork and shared liability. The well-being of nursing staff is crucial for delivering compassionate care and sustaining a resilient workforce for elderly patients.

Questions and Predictions

How will executing an interdisciplinary team approach help alleviate the workload?

Initially, executing an interdisciplinary team approach may require extra staff training and coordination efforts. However, improved communication and shared decision-making among team members will streamline workflows, alleviating the workload.

What resources are vital to provide mental health support for nurses facing burnout?

Resources should include on-site availability of licensed mental health experts, mental health workshops personalized to the unique pressures of elderly patients, and peer-led support circles. Collaborating with behavioral health experts and offering confidential, stigma-free support will empower nurses to deliver effective care.

How will supportive planning for nurses influence patient care delivery?

Adaptable work shifts will improve nurses’ well-being and minimize fatigue. This approach fosters well-defined attention, care delivery, and maintains a safe clinical setting. 

What are the key measures to evaluate the plan’s success?  

Outcomes will be assessed by tracking emotional fatigue, workplace engagement scores, incident report rate, patient health indicators, and the efficiency of coordination through regular feedback tools and organized evaluations over a six- to twelve-month period (Jun et al., 2021). 

Change Theories and Leadership Strategies

Kurt Lewin’s model offers a systematic approach to address nurse burnout at WCGR. These include unfreezing, changing, and refreezing (Harrison et al., 2021). In the unfreezing stage, WCGR acknowledges the detrimental impact of burnout on nurse retention, team confidence, and standard of healthcare. This phase builds awareness among staff, highlighting the immediate need for change.

During the changing stage, interdisciplinary interventions are introduced, including wellness training, equitable shift rotations, task redistribution, and the execution of Electronic Health Records (EHRs). EHRs reduce time-consuming paperwork and support teamwork by providing an actual approach to information (Robertson et al., 2022). In the refreezing stage, these successful interdisciplinary collaboration strategies are embedded into daily operations through constant evaluation, staff feedback, and smart policy. The model’s application within healthcare makes it a reliable tool for promoting positive change at WCGR.

Transformational Leadership (TL) addresses night-shift nurse burnout at WCGR by promoting interdisciplinary collaboration and a shared vision among staff (Rizkia et al., 2022). Charge nurses and supervisors apply modified attention by acknowledging the emotional and professional needs of nurses. This is achieved by offering access to peer-support programs, mental health counseling, and ensuring fair workload distribution.

Through inspirational motivation, leaders can communicate the facility’s promise to reduce burnout and foster a supportive work setting (Rizkia et al., 2022). For example, the Johns Hopkins Global Health Leadership Program (GHLP) develops organizers in worldwide care centers through TL, cultural exchange, and interdisciplinary learning. Nurses benefited from initiatives such as rotating rest breaks and flexible scheduling (Johns Hopkins Medicine, 2020). These progresses led to stronger team morale, and enhanced patient care. At WCGR, applying TL principles can help create a culture of transparency and shared duty. It improves staff health and quality of care.

Team Collaboration Strategy

The WCGR interdisciplinary team addressing night-shift nurse burnout includes charge nurses, geriatric nurses, mental health experts, and facility administrators. Charge nurses will supervise the execution of the burnout reduction plan by providing support, coordinating shift rotations, and evaluating staff wellness through surveys. Geriatric nurses will participate in peer-support groups and provide direct feedback to enhance workplace practices. Mental health experts will lead weekly wellness sessions and provide personal counseling services to support nurses coping with stress (Bornman & Louw, 2023). WCGR administrators will track staffing, adjust resources, and burnout data quarterly to confirm nurse satisfaction and the quality care.

The collaborative approach at WCGR will integrate EHRs to streamline communication and Solution-Focused Brief Therapy (SFBT) to strengthen emotional resilience. EHRs enhance care coordination by reducing documentation burdens. It minimizes duplicate tasks and enables real-time access to data, improving efficiency and reducing stress (Robertson et al., 2022). SFBT equips nurses with solution-oriented coping methods that improves emotional well-being (Maleki et al., 2024). For instance, Mayo Clinic–led survey of U.S. nurses found low EHR usability, with an average System Usability Scale score of 57.6, rated as an “F.” Improved EHR usability was linked to reduced burnout, with each point increase related with a 2% lesser hazard (Melnick et al., 2021). EHRs and SFBT facilitate efficient workflows, alleviate strain.

Required Organizational Resources

The plan to address night-shift nurse burnout at WCGR needs resource distribution for execution. Key staffing includes geriatric nurse managers, night-shift nurses, mental health experts, and administrators who will monitor staff stress levels, facilitate wellness initiatives, and adjust scheduling practices to improve workload. Existing infrastructure, such as quiet break rooms and secure digital platforms like EHR, will be used to support mental services and enhance interdisciplinary communication.

Increasing EHR functionality is linked to a 0.14% reduction in operating costs per added function in urban hospitals, with no significant savings observed in rural facilities (Rhoades et al., 2022). Additional costs include contracts with licensed mental health consultants, estimated at $160–$190 per session, as well as annual peer-support and resilience training programs. It range from $500 to $1,000. Required data, such as nurse schedules, patient loads, and burnout survey responses, will be accessed through existing hospital systems with no extra cost. The overall estimated financial impact, including staff time and mental health services, is projected to be between $20,000 and $25,000 per year. These investments aim to reduce burnout and improve continuity of care.

At WCGR, similar initiatives have previously led to improved staff satisfaction, resulting in a 25% reduction in turnover among staff after executing targeted support measures in the memory care unit. If the plan to reduce night-shift nurse burnout at WCGR is not executed. It worsens stress levels. This could result in higher staff attrition during overnight hours. It places extra pressure on the remaining team and disrupts continuity in elder care. The increase in hiring, orientation, and skill growth costs will strain the facility’s limited budget. Fatigue-related errors raise the chance of adverse events and compromise patient health. These issues trigger regulatory fines, lawsuits, or even threaten WCGR’s accreditation (Jun et al., 2021). 

Conclusion

Implementing an interdisciplinary plan to reduce night-shift nurse burnout at WCGR is a proactive step toward creating a healthier work setting. By integrating mental health support, equitable workload distribution and streamlined communication through enhanced EHR use, the facility can improve staff well-being. Investing in these strategies enhances nurse retention and maintains the quality and safety of elder care services.

References

Bornman, J., & Louw, B. (2023). Leadership development strategies in interprofessional healthcare collaboration: A rapid review. Journal of Healthcare Leadership, 15(1), 175–192. https://doi.org/10.2147/JHL.S405983

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 13(2), 85–108. https://doi.org/10.2147/JHL.S289176

NURS FPX 4005 Assignment 3 Interdisciplinary Plan Proposal

Johns Hopkins Medicine. (2020). Global Health Leadership Program. Hopkinsmedicine.org. https://www.hopkinsmedicine.org/som/curriculum/genes-to-society/personalized-programs/ghlp

Jun, J., Ojemeni, M. M., Kalamani, R., Tong, J., & Crecelius, M. L. (2021). Relationship between nurse burnout, patient and organizational outcomes: Systematic review. International Journal of Nursing Studies, 119. https://doi.org/10.1016/j.ijnurstu.2021.103933

Maleki, M., Mardani, Gholami, M., Hanifi, & Vaismoradi. (2024). The effectiveness of solution-focused therapy in cancer-related symptom management: A systematic review. Supportive Care in Cancer, 32(12). https://doi.org/10.1007/s00520-024-09008-x

Melnick, E. R., West, C. P., Nath, B., Cipriano, P. F., Peterson, C., Satele, D. V., Shanafelt, T., & Dyrbye, L. N. (2021). The association between perceived electronic health record usability and professional burnout among US nurses. Journal of the American Medical Informatics Association, 28(8). https://doi.org/10.1093/jamia/ocab059

Rhoades, C. A., Whitacre, B. E., & Davis, A. F. (2022). Higher Electronic Health Record functionality is associated with lower operating costs in urban—but not rural—hospitals. Applied Clinical Informatics, 13(3), 665–676. https://doi.org/10.1055/s-0042-1750415

NURS FPX 4005 Assignment 3 Interdisciplinary Plan Proposal

Rizkia, D. G., Girsang, A. J., Kusumapradja, R., Hilmy, M. R., Pamungkas, R. A., & Dewi, S. (2022). The effect of interprofessional collaboration and transformational leadership on patient safety with work motivation as intervening variables. Riset, 4(2), 039–053. https://doi.org/10.37641/riset.v4i2.156

Robertson, S. T., Rosbergen, I. C. M., Jones, A. B., Grimley, R. S., & Brauer, S. G. (2022). The effect of the electronic health record on interprofessional practice: A systematic review. Applied Clinical Informatics, 13(03), 541–559. https://doi.org/10.1055/s-0042-1748855 

Shah, M. K., Gandrakota, N., Cimiotti, J. P., Ghose, N., Moore, M., & Ali, M. K. (2021). Prevalence of and factors associated with nurse burnout in the US. Journal of the American Medical Association Network Open, 4(2), 1–11. https://doi.org/10.1001/jamanetworkopen.2020.36469