Scenario This assessment is the first of three related evaluations in which you will gather interview information (Assessment 2), design a proposal for interdisciplinary problem-solving (Assessment 3), and report on how a multidisciplinary improvement plan could be implemented in a place of practice (Assessment 4). At the end of the course, your interviewee will have a proposal plan based on the PDSA cycle that they could present to stakeholders to address an interdisciplinary problem in the workplace.

Scenario This assessment is the first of three related evaluations in which you will gather interview information (Assessment 2), design a proposal for interdisciplinary problem-solving (Assessment 3), and report on how a multidisciplinary improvement plan could be implemented in a place of practice (Assessment 4). At the end of the course, your interviewee will have a proposal plan based on the PDSA cycle that they could present to stakeholders to address an interdisciplinary problem in the workplace.

Collaboration Approaches from the Literature to Improve an Interdisciplinary Team

The best collaboration approaches to improve an interdisciplinary team are ensuring the sharing of knowledge, resources, and insights during patient care and using team-building activities. Team-building activities have been shown to lead to improved interdisciplinary collaborations (Moirano et al., 2020). On the other hand, knowledge sharing has a significant impact on the development of effective interdisciplinary teams (Salazar et al., 2019).

Conclusion

In conclusion, interdisciplinary collaboration is critical in improving patient care outcomes. Lack of professional identity and poor communication have a negative impact on interdisciplinary teams. However, adopting effective change models and leadership strategies can improve interdisciplinary teams.

References

Galli, B. J. (2019). Comparison of Change Management Models: Similarities, Differences, and Which Is Most Effective? Innovation, Technology and Knowledge Management, 605–624. https://doi.org/10.1007/978-3-030-15409-7_24/COVER

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