NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Name

Capella university

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name

Date

Interview Summary

During the interview, I spoke with a nurse named Sarah, who currently works at Kaiser Baldwin Park Medical Center (KBPMC). Sarah provided insights into the current labor dispute at the medical center (Peters & Gawehn, 2019). KBPMC is a hospital known for its dedication to patient care. Still, it has been facing challenges in maintaining efficiency and collaboration among different departments (Kaiser Permanente, 2023). As a registered nurse, Jane’s primary duties include patient care, taking patient history, educating patients, recording patients’ symptoms, monitoring patients’ health, and ensuring adherence to hospital protocols. She highlighted several issues within the organization, such as communication gaps between departments, a shortage of staff leading to an increased workload, and a need for adequate resource utilization (Peters & Gawehn, 2019).

Despite efforts by the union to negotiate more favorable terms, Sarah noted a disconnection between management and staff priorities (Walicek, 2021), which has contributed to the escalation of tensions. In relation to organizational culture within the dimension of collaboration, Sarah mentioned that effective collaboration can be challenging to implement. She noted that recent labor disputes have further strained relationships between management and frontline staff, which has affected efforts towards collaboration. Sarah has had experience working on interdisciplinary teams within the medical center. She described the experience as generally positive but noted that organizational attitudes toward collaboration could influence the effectiveness of teamwork.

The interview with Sarah at KBPMC utilized open-ended and probing questions, active listening, empathy, and rapport-building to gather detailed insights on labor disputes, organizational challenges, collaboration issues, and frontline experiences. Follow-up and reflective questioning techniques were employed, along with non-verbal cues like maintaining eye contact and nodding to convey interest, understanding, and support for a comprehensive interview approach.

Issue Identification

The interview highlighted a significant issue within KBPMC related to labor relations and employee dissatisfaction. The impending strike underscores broader concerns about understaffing and resource inadequacies within the healthcare system, with potential implications for patient care standards. Addressing these issues will require proactive efforts from both management and frontline workers to foster better communication, collaboration, and mutually beneficial solutions (Walicek, 2021).

Change Theories That Could Lead to an Interdisciplinary Solution

Some theories could lead to an interdisciplinary solution. These include Systems Theory, Social Exchange Theory, and Appreciation Inquiry. Systems Theory suggests that organizations like KBPMC are complex systems; changes in one part affect the whole. Social Exchange Theory suggests that recognizing mutual benefit is crucial at KBPMC. Appreciative Inquiry’s focus on strengths drives positive change at KBPMC.

Apart from the theories mentioned above, Lewin’s change management model structured approach aligns with the need for proactive efforts, and interdisciplinary collaboration is essential. Lewin’s Change Management Model is a widely recognized and influential theory   (Smith et al., 2022). This consists of three phases, which are unfreezing, changing, and refreezing (Barrow et al., 2022). The first stage involves employee relations and addressing employees’ dissatisfaction with their work. These actions are aimed at creating openness amongst the workers who operate on the frontline. This is a time when the staff members of an organization come together to solve some problems affecting them, such as the need for an adequate number of personnel to help in service delivery. The last stage involves regular meetings, giving necessary support, and short-term planning and celebration for achieving success while trying to instill these changes into an organization’s culture that promotes partnership and learning.

Through Lewin’s Change Management Model, KBPMC has effectively dealt with the identified problem. It is also possible for hospital management to utilize this model to ensure a systematic approach is used in dealing with labor issues, handling employees’ grievances, and improving patients’ care standards (Raza et al., 2023). According to Burnes (2020), the study validates the effectiveness of Lewin’s model in facilitating organizational change and creating interdisciplinary collaboration.

Leadership Strategies That Could Lead to an Interdisciplinary Solution

To resolve this issue, the most suitable strategy is transformational leadership; it suits the proactive requirements of responding to labor disputes, understaffing, and lack of resources. Other approaches include Servant Leadership and Distributed Leadership. Servant Leadership prioritizes employee needs, empowering them to contribute towards interdisciplinary solutions. Distributed Leadership involves resolving labor relations, staffing, and patient care issues at KBPMC. Transformational leaders empower frontline workers by involving them in decision-making processes (Kim & Cruz, 2022). Leaders can develop interdisciplinary solutions that address the root causes of labor relations issues and understaffing (Lin et al., 2020). Transformational leaders encourage critical thinking and innovation among their teams. By promoting a culture of continuous learning and experimentation, leaders can inspire interdisciplinary collaboration and problem-solving (Asif et al., 2020). Essentially, this approach facilitates effective teamwork by creating mutual trust and respect (Specchia et al., 2021).

Transformational leadership is key to the resolution of challenges in KBPMC. By changing a vision and dealing with innovation, frontline employees will be empowered, leading to interdisciplinary collaboration and change that matters within the hospital. This step has been keenly studied, and transformational leadership stands as a known driver of organizational change for enhanced performance, especially among healthcare providers (Ystaas et al., 2023). Principles are consistent with the changing nature of healthcare, making it more credible when it comes to handling issues surrounding KBPMC (Ystaas et al., 2023).

Collaboration Approach: Interprofessional Education and Collaborative Practice (IPECP)

KBPMC could address these labor relations, employee dissatisfaction, understaffing, and resource inadequacies by using Interprofessional education (IPE) and collaborative practice initiatives as a practical tool (Samuriwo, 2022; Zechariah et al., 2019). It is possible to learn from different healthcare backgrounds through the collaboration foundation of IPE programs, thereby creating mutual respect for various professionals in this line of work. Via simulated scenarios and case discussions, healthcare professionals can also improve their communication, teamwork, and problem-solving skills, hence making it easy to handle complex situations by working together (Saleem & Khan, 2023).

Furthermore, focusing on patient-centered care and technological integration like telehealth and Electronic Health Records (EHR) within collaborative practice ensures interdisciplinary teams prioritize the welfare and safety of patients, thereby enhancing patient care standards (Kwame & Petrucka, 2021). Another approach includes employee feedback mechanisms to address gaps and challenges faced by frontline healthcare staff. The appropriateness of IPE and collaborative practice in relation to the identified problems is based on their role of facilitating better communication between management and frontline employees, hence leading to win-win solutions. According to Girard (2021), these approaches are backed up by research evidence as well as guidelines, which are uniquely important in addressing employees’ concerns. However, collaborative practices are more relevant and credible for labor issues raised at KBPMC.

Conclusion

To address the labor dispute and other matters surrounding KBPMC, it is necessary to employ proactive measures that will improve communication, teamwork, and problem-solving. This situation can be approached using Lewin’s Model by adopting transformational leadership. Likewise, IPE and Collaborative Practice programs make better teamwork possible in facilitating patient-centered care. These plans present credible maps for the health center to undertake its predicaments with regard to unsatisfactory staff morale as well as inadequate resources of such kind that affect the patient’s quality of health care.

References

Asif, M., Jameel, A., Hussain, A., Hwang, J., & Sahito, N. (2020). Linking transformational leadership with nurse-assessed adverse patient outcomes and the quality of care: Assessing the role of job satisfaction and structural empowerment. International Journal of Environmental Research and Public Health, 16(13), 2381. https://doi.org/10.3390/ijerph16132381 

Barrow, J. M., Butler, T. J. T., & Annamaraju, P. (2022, September 18). Change management. PubMed; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK459380/ 

Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. sagepub. https://doi.org/10.1177/0021886319892685 

Girard, M.-A. (2021). Interprofessional education and collaborative practice policies and law: An international review and reflective questions. Human Resources for Health, 19(1). https://doi.org/10.1186/s12960-020-00549-w 

Kaiser Permanente. (2023). Baldwin Park Medical Center. Healthy.kaiserpermanente.org. https://healthy.kaiserpermanente.org/southern-california/facilities/baldwin-park-medical-center-100167 

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Khan, H., Rehmat, M., Butt, T. H., Farooqi, S., & Asim, J. (2020). Impact of transformational leadership on work performance, burnout, and social loafing: A mediation model. Future Business Journal, 6(1), 1–13. Springeropen. https://doi.org/10.1186/s43093-020-00043-8 

Kim, H.-D., & Cruz, A. B. (2022). Transformational leadership and psychological well-being of service-oriented staff: Hybrid data synthesis technique. International Journal of Environmental Research and Public Health, 19(13), 8189. NCBI. https://doi.org/10.3390/ijerph19138189 

Kwame, A., & Petrucka, P. M. (2021). A literature-based study of patient-centered care and communication in nurse-patient interactions: Barriers, facilitators, and the way forward. BMC Nursing, 20(158), 1–10. https://doi.org/10.1186/s12912-021-00684-2 

Lin, C. pei, Xian, J., Li, B., & Huang, H. (2020). Transformational leadership and employees’ thriving at work: The mediating roles of challenge-hindrance stressors. Frontiers in Psychology, 11(1). NCBI. https://doi.org/10.3389/fpsyg.2020.01400 

Peters, K., & Gawehn, B. (2019). Abstracts from the Kaiser Permanente 2019 national quality conference. The Permanente Journal, 23, 19-039a. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6537931/ 

Raza, M. A., Imran, M., Szeroka, J. R., Vasa, L., & Hadi, N. U. (2023). Organizational change and workplace incivility: Mediated by stress, moderated by emotional exhaustion. International Journal of Environmental Research and Public Health, 20(3), 2008. https://doi.org/10.3390/ijerph20032008 

Saleem, M., & Khan, Z. (2023). Healthcare simulation: An effective way of learning in health care. Pakistan Journal of Medical Sciences, 39(4). https://doi.org/10.12669/pjms.39.4.7145 

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Samuriwo, R. (2022). Interprofessional collaboration—time for a new theory of action? Frontiers in Medicine, 9(9). https://doi.org/10.3389/fmed.2022.876715

Smith, T. G., Norasi, H., Herbst, K. M., Kendrick, M. L., Curry, T. B., Grantcharov, T. P., Palter, V. N., Hallbeck, M. S., & Cleary, S. P. (2022). Creating a practical transformational change management model for novel artificial intelligence–enabled technology implementation in the operating room. Mayo Clinic Proceedings: Innovations, Quality & Outcomes, 6(6), 584–596. https://doi.org/10.1016/j.mayocpiqo.2022.09.004 

Specchia, M. L., Cozzolino, M. R., Carini, E., Pilla, A. D., Galletti, C., Ricciardi, W., & Damiani, G. (2021). Leadership styles and nurses’ job satisfaction. Results of a systematic review. International Journal of Environmental Research and Public Health, 18(4). https://doi.org/10.3390/ijerph18041552 

Walicek, T. (2021, November 2). Healthcare understaffing is deadly — that’s why Kaiser workers may strike. Truthout. https://truthout.org/articles/health-care-understaffing-is-deadly-thats-why-kaiser-workers-may-strike/ 

Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108 

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Zechariah, S., Ansa, B. E., Johnson, S. W., Gates, A. M., & Leo, G. D. (2019). Interprofessional education and collaboration in healthcare: An exploratory study of the perspectives of medical students in the United States. Healthcare (Basel, Switzerland), 7(4), E117. https://doi.org/10.3390/healthcare7040117