NURS-FPX4010: Interdisciplinary Plan Proposal - Patient Focus

This report provides an interdisciplinary plan proposal designed to enhance patient outcomes and improve organizational efficiency within a healthcare setting. The introduction outlines the challenges faced by organizations in achieving goals, emphasizing the importance of effective human resources. The proposal includes a detailed financial budget of $10 million, allocated for staff training, the adoption of integrated healthcare systems, and recognition programs. The objective is to reorganize the institution into integrated practice units, addressing staff turnover and workload issues by implementing a two-nurse-per-shift model. The report discusses change management theories, such as the force field model, and leadership strategies to facilitate the successful implementation of the plan. Best practices for interdisciplinary collaboration, including improved communication and the establishment of common patient care goals, are also outlined. The proposal aims to overcome communication barriers and strengthen teamwork to meet the complex needs of patients.

Running head: INTERDISCIPLINARY PLAN PROPOSAL 1
Interdisciplinary Plan Proposal
YOUR NAME
NURS-FPX4010
Capella University
MONTH DAY, YEAR

INTERDISCIPLINARY PLAN PROPOSAL 2
Interdisciplinary Plan Proposal
Introduction
Many managers in any organization face difficult challenges when they are planning
organizational strategies to achieve much-needed goals. The execution of such strategies
becomes more dependent on the effectiveness of human resources. This paper provides an
interdisciplinary plan proposal that can effectively be used by the organization that I interviewed
to improve patient outcomes as well as the organizational outcome. The formalization of certain
goals in health care organizations must advance to stay financially viable as this will help in the
delivery of high-quality care.
Financial Budget
For the interdisciplinary collaboration plan to succeed there is a need for this particular
health care organization to put on enough resources (Dyess et al., 2020). Enough financial
resources that can promote unity need to be available. In estimation, the financial budget that can
utilize to implement these entire interdisciplinary collaboration plans is about 10 million dollars
(Kolakowski, 2016). A third of the budget can be used in training and educating nursing staff on
the practices that they are supposed to adopt towards interdisciplinary collaboration. Besides, a
part of the budget can be used to provide the required resources such as the adoption of an
integrated health care delivery system in the organization (Rundio, 2016). This will involve
pathways that are structured multidisciplinary care plans which provide vital steps in caring for
patients with complex health issues (Nilsson & Sandoff, 2015). The remaining part of the
financial plan can be used in promotion strategies where every staff’s contribution will be
recognized via rewarding.

INTERDISCIPLINARY PLAN PROPOSAL 3
Objection and predictions for interdisciplinary plan
Every health care facility has time for improvement of its services to clients. The
objective of this interdisciplinary plan proposal is to ensure the organization that I interviewed is
organized into integrated practice units. According to (Albrecht et al., 2015), the significant of
value transformation is changing the way health care professional teams are organized to provide
quality and satisfactory care. The first principle is organizing the institution is structuring around
the patient and the needs. According to the interview, the organization is faced with a high
turnover of staffs and the remaining workers are being overworked as the ratio of one nurse to 30
patients indicates. Besides, the nurses are the ones who are admitting patients, providing
medication as well as caring for these patients.
In this care, the organization needs to compose itself into incorporated practice units
which will include a devoted group made up of both clinical and non-clinical laborers which will
give a full care cycle for the patient's condition (Salas, Reyes & McDaniel, 2018). These workers
will regularly be required to work together as a team towards the organization’s goals and
objectives (Ginter, Duncan & Swayne, 2018). Furthermore, regarding the challenges being faced
by the organization, I can propose the need for the institution to provide 2 nurses at a given shift.
In this case, each nurse will have to cater for 15 patients instead of 30. This will allow less work
load thereby providing nurses energy to work in an efficient way thus realizing the goals and
objects of the organization.

INTERDISCIPLINARY PLAN PROPOSAL 4
Change management theories and leadership strategies
Various forces exist in health care organizations that can foster change. Such forces
include a rise in the cost of therapy, modern science involving modern technologies, workforce
shortages, older population as well as advancement in science. Change initiates should always be
implemented to ensure the organization advances with its goals and objectives. When calling for
a change in the organization, balancing it remains the key challenge to its effectiveness. For the
good change to occur, the nurses and staff in the organization should be ready to act as nurse
leaders by ensuring the day to day operation of rapidly evolving health care systems are met
(Shanafelt & Noseworthy, 2017).
To ensure facilitation of shared leadership that can help the succession of the
interdisciplinary team in collaborating and implementing the plan, change theories and
leadership strategies such as force field model as well as the unfreezing change refreezing model
should be put in place. The organization will need to use the three-stage model of change that is
unfreezing, change refreezing model which requires all staff to reject prior knowledge and
replace it with new information.
According to (Crowell & Boynton, 2020), the model proposes on that if leaders can rule
the potency of forces, then they can know to identify the forces that require that should be
lessened or reinforced to achieve change. Driving forces are the ones that foster the change to
occur while restraining forces are the ones that counter the driving force thereby hindering the
change to occur. The management should strategize on increasing the driving forces such as
rewarding the staff and attending a frequent meeting for communication about the changes.

INTERDISCIPLINARY PLAN PROPOSAL 5
Besides, the organization needs to reduce forces that restrain the change such as punishing those
who are late or fining them (Restivo et al., 2016).
Best practices of interdisciplinary collaboration
To improve the likelihood of achieving the desired organizational goals and objectives,
the top management needs to look at how they can improve face to face communication, how
communication barriers can be overcome. Besides, the members need to look at challenges in
today’s inpatient environment as well as looking at how to ensure all nurses and other workers
can work towards the same patient goals. By looking at these areas, the team can then strategize
on strengthening interdisciplinary collaboration that is needed in the organization (Negandhi et
al., 2015).
The best way to strengthen teamwork within this institution is first to improve face to
face correspondence. This will engage all medical caretakers and other staff to convey precisely
and exhaustively with different individuals inside the association (Berkow et al., 2012). Another
step towards the achievement of organization goals and objectives of interdisciplinary
collaboration is by bridging communication barriers that are created by space and time. This will
be critical as it will ensure that all staff who frequently don't work side by side will have the
option to uninhibitedly and completely team up with others without any fear. Furthermore, the
organization needs to set up common patient care goals that can put all human services staff in
agreement. This is essential as it will combine their unique expertise and decision towards
meeting the complex needs of older patients (Wilk et al., 2015).

INTERDISCIPLINARY PLAN PROPOSAL 6
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