NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Name
Capella university
NURS-FPX 4010 Leading in Intrprof Practice
Prof. Name
Date
Interdisciplinary Plan Proposal
This proposal addresses the communication breakdown between Silver Creek Medical Center (SCMC) departments, which hinders effective care coordination and patient outcomes. The plan will be implemented across nursing, case management, social services, and primary care teams to improve interdisciplinary collaboration. Through an interprofessional approach, this proposal aims to enhance communication, streamline workflows, and foster a collaborative culture, ultimately improving patient safety and operational efficiency.
Objective
This plan will implement the PDSA (plan-do-study-act) cycle to improve communication, provide additional staff training, and enhance technological use for better care coordination at SCMC. Standardizing communication protocols and optimizing discharge processes will reduce errors during patient transitions and improve interdisciplinary collaboration and patient outcomes (Becker et al., 2021). Achieving these objectives will enhance patient safety, reduce care delays, improve discharge efficiency, and foster a collaborative culture, leading to better patient and organizational outcomes.
Questions and Predictions
Question 1: How will implementing the PDSA cycle affect communication efficiency? Prediction: Communication efficiency may improve gradually as staff adapt to standardized protocols. Over time, consistent use of PDSA will reduce miscommunication and streamline patient transitions, enhancing overall care coordination.
Question 2: How will better technology utilization impact discharge processes? Prediction: Enhanced use of shared electronic health records (EHRs) will likely reduce discharge delays and improve information accuracy, leading to faster, safer patient transitions.
Question 3: How long will it take to observe measurable improvements in patient outcomes? Prediction: Within three to six months, quantifiable enhancements, such as reduced patient handoff errors and faster discharge times, should become evident as communication protocols and training take effect.
Question 4: What challenges might arise during implementation? Prediction: Resistance to change and adapting to new communication protocols may cause initial setbacks. Ongoing leadership support and regular feedback through the PDSA cycle will address concerns and promote sustained improvements.
Methods to Evaluate Plan’s Success
This plan will use qualitative and quantitative methods to determine success. Key metrics include patient outcomes, staff satisfaction, and communication efficiency. Tools such as pre-and post-intervention surveys, patient safety incident tracking, and interdisciplinary collaboration audits will assess improvements. The PDSA cycle allows continuous monitoring and adjustments (Chen et al., 2020), aligning with best practices for improving care coordination and reducing communication breakdowns.
Change Theories and Leadership Strategies
Lewin’s Change Theory: It provides a structured, three-stage approach to managing organizational change: unfreezing, changing, and refreezing. In the context of SCMC, this theory can guide the interdisciplinary team through communication improvements. During the unfreezing stage, leaders will raise awareness about communication breakdowns through staff meetings and data presentations on patient safety risks.
In the changing phase, the team will implement standardized communication protocols (e.g., SBAR) and regular interdisciplinary rounds, promoting clarity, improving information exchange, and fostering collaborative decision-making across departments (Barrow & Annamaraju, 2022). Finally, the refreezing stage will embed these practices into daily operations through ongoing evaluation and reinforcement using the PDSA cycle. This systematic approach reduces resistance by preparing staff for change, supporting new behaviors, creating buy-in, and ensuring lasting improvements in care coordination and communication across departments.
Transformational Leadership: This strategy inspires and empowers teams to embrace change and improve organizational outcomes. At SCMC, this leadership style will foster collaboration by encouraging open communication, shared decision-making, and professional growth. For example, nurse leaders will motivate staff by highlighting how improved communication reduces errors and enhances patient care (Jankelová & Joniaková, 2021).
Transformational leaders will support staff during the change process through regular feedback, team-building activities, and recognizing successful implementation efforts. This approach also empowers interdisciplinary team members to take ownership of communication improvements, fostering a culture of continuous learning and collaboration. By providing a clear vision and encouraging innovation, such leaders will promote team buy-in, ensure the successful adoption of new practices, and sustain long-term improvements in patient care coordination.
Team Collaboration Strategy
The team for this proposal comprises a nurse manager, case manager, IT specialist, and a charge nurse. They will implement the following roles. The nurse manager will oversee standardized communication tools (e.g., SBAR) during patient handoffs, starting immediately and monitoring weekly. The case manager’s responsibility is to conduct interdisciplinary rounds twice weekly to ensure coordinated discharge planning and track patient outcomes. IT specialists will optimize the electronic health record (EHR) system for better information sharing within one month. Finally, the charge nurse will provide staff training on communication protocols and monitor adherence through monthly audits over three months.
TeamSTEPPS (Team Strategies and Tools to Enhance Performance and Patient Safety) is a proven collaboration approach that improves teamwork, communication, and patient outcomes (Mohsen et al., 2021). At SCMC, implementing this strategy will standardize communication through tools like SBAR and staff huddles, enhancing clarity during patient handoffs. This approach fosters open dialogue and mutual support among nursing, case management, and social services teams. Regular interdisciplinary debriefs will identify communication gaps and ensure continuous improvement. By promoting shared decision-making and clearly defining team roles, TeamSTEPPS addresses communication challenges, improves care coordination, and successfully implements the proposed plan for better patient outcomes.
Required Organizational Resources
The staffing needs for this proposal include time allocated for training, interdisciplinary meetings, and technology optimization. Approximately 20 staff members (nurses, case managers, social workers, and IT personnel) will require two 4-hour training sessions on TeamSTEPPS and standardized communication protocols, totaling 160 staff hours. This equates to $6,400 based on an average rate of $40 per hour.
Additional interdisciplinary rounds and monthly audits will require 4 hours per month from key personnel, adding $1,920 over three months. The organization already has the HER system, but optimizing workflows and creating new templates will require 20 IT hours at $50 per hour, totaling $1,000. No new equipment is needed, but printed training materials will cost approximately $300. The budget request is $9,620 for staff time, technology adjustments, and educational materials.
Impacts of Not Implementing the Plan
If the communication breakdown continues unaddressed, SCMC faces increased patient safety risks, prolonged discharge times, and poor patient outcomes. Inefficient care coordination can increase hospital readmissions, increasing healthcare costs per avoidable case. Miscommunication also heightens the risk of medical errors, potentially leading to litigation costs per claim (Humphrey et al., 2022). Furthermore, continued staff frustration due to poor collaboration may increase turnover, leading to recruitment and training costs per new hire. Investing $9,620 now to enhance communication and care coordination will prevent greater financial losses, improve patient safety, and foster a collaborative workplace culture at SCMC.
References
Barrow, J. M., & Annamaraju, P. (2022). Change management in health care. National Library of Medicine; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK459380/
NURS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal
Becker, C., Zumbrunn, S., Beck, K., Vincent, A., Loretz, N., Müller, J., Amacher, S. A., Schaefert, R., & Hunziker, S. (2021). Interventions to improve communication at hospital discharge and rates of readmission. JAMA Network Open, 4(8). https://doi.org/10.1001/jamanetworkopen.2021.19346
Chen, Y., VanderLaan, P. A., & Heher, Y. K. (2020). Using the model for improvement and plan-do-study-act to effect SMART change and advance quality. Cancer Cytopathology, 129(1), 9–14. https://doi.org/10.1002/cncy.22319
Humphrey, K. E., Sundberg, M., Milliren, C. E., Graham, D. A., & Landrigan, C. P. (2022). Frequency and nature of communication and handoff failures in medical malpractice claims. Journal of Patient Safety, 18(2). https://doi.org/10.1097/PTS.0000000000000937
Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. Healthcare, 9(3), 346. NCBI. https://doi.org/10.3390/healthcare9030346
Mohsen, M. M., Gab Allah, A. R., Amer, N. A., Rashed, A. B., & Shokr, E. A. (2021). Team strategies and tools to enhance performance and patient safety at primary healthcare units: Effect on patients’ outcomes. Nursing Forum, 56(4). https://doi.org/10.1111/nuf.12627