NURS-FPX4010 Interdisciplinary Plan Proposal NURS-FPX4010: Leading People, Processes, and Organizations in Interprofessional Practice

Dr. Evelyn Shinn

Februay 28, 2024

Interdisciplinary Plan Proposal

Nurse understaffing remains a serious concern for hospitals. The situation at Vitas Hospice reminds health leaders about the need for viable and sustainable interventions for ensuring safe staffing and consistent efforts to improve the quality, cost, and safety of patient care. Notable strategies for preventing high nurse turnover include, hosting job fairs, offering bonuses, referral bonuses, above market salaries. The dynamics of the health care sector also requires health leaders to emphasize the need for shared governance to enable nurses, physicians, clinical assistants, and other to collaborate in delivering evidence-based and patient-centered care. Jarsova (2019) discussed the need for hospitals to overcome understaffing challenges by encouraging coordinated and collaborative practices. The goal is to reduce the risk of readmissions, medication errors, prolonged hospitalization, and extra costs associated with nurse shortages.

Objectives

• To address the relevance of interdisciplinary rounds in making the care team responsive to patients’ demands. The objective reminds nurses, physicians, clinical assistants, pharmacists, and other to adopt team-based values, behaviors, and attitudes.
• To encourage the care team to embrace shared governance to overcome workload, compassion fatigue, and turnover intentions associated with nurse shortages.
• To use shared governance as a means of empowering nurses. The objective recognizes the nursing team’s relevance in making decisions that impact processes, policies, and procedures within the clinical environment. Nurses will utilize clinical expertise and knowledge share solution to understaffing.

Questions and Predictions

• How will nurses respond to calls for interdisciplinary rounds? The prediction is that the team will recognize the relevance of collaborative efforts in making everyone dedicated to improving the cost, safety, and quality of patient care (Tampa General Hospital, 2023).
• How will the care team react to calls for shared governance? The prediction is that nurses and other professionals will appreciate calls for a sense of ownership and engagement when making decisions across the continuum (He, 2022).
• Will interdisciplinary rounds and shared governance help reduce nurse turnover? The prediction is that the facility will make progress towards empowering nurses and motivating them to remain part of the workforce. This way, nurses will understand their influence on policies, practice standards, and decisions meant to optimize care outcomes.

Change Management

Lewin’s change model provides insights into the systematic framework for implementing changes. The first process is unfreezing by clarifying the intended change and implications on the organization, patients, and the care team. Health leaders such as nurse managers encourage collective buy-in for everyone to be part of the processes for implementing shared governance and interdisciplinary rounds (Wei, 2019). The second stage is moving, where the care team embraces new thoughts, beliefs, and values associated with team-based functions. The third step is refreezing, where the team reflects on progress made and embraces the change as a standard practice across the organization (Yoder-Wise, 2018). The nursing team and others understand acknowledge the negative implications of understaffing on the quality and safety of patient care. As such, everyone recognizes the impact of interdisciplinary rounds and shared governance in preventing disease exacerbations, detecting and intercepting errors and near misses, and making informed decisions.

Leadership Strategies

Team leaders understaffing as a serious challenge for hospitals, patients, and the care team. The leader dedicate themselves towards identifying viable and sustainable means of making nurses empowered and engaged in delivering quality, safe, and cost-effective services (Jennifer & Kirkpatrick, 2021). The transformational style is ideal for addressing staffing challenges. The leader uses a people-centered approach and team-based functions to encourage the care team to adopt interdisciplinary collaboration and shared governance (George & Massey, 2022). The leader understands staff needs, allows individuals to share suggestions on improvements, and focuses more on maximizing the team’s potential. This way, the transformational leader i