Capella FPX 4005 Assessment 3

Capella FPX 4005 Assessment 3

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Capella university

NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations

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Date

Interdisciplinary Plan Proposal

This proposal addresses nurse burnout in the intensive care unit (ICU) at Green Valley Care, a large urban Level 1 trauma center. Nurse burnout, driven by high patient acuity, long shifts, and emotional stress, impacts staff well-being and patient care quality (Jun et al., 2021). This plan outlines an interprofessional team approach to reduce burnout, improve nurse satisfaction, and enhance patient outcomes through targeted support initiatives and collaborative strategies within the ICU environment.

Objective

This plan will implement an interprofessional team approach to reduce nurse burnout by improving communication, enhancing mental health support, and promoting flexible scheduling. Achieving this objective will improve organizational outcomes by increasing nurse retention, fostering a collaborative work culture, and reducing medical errors. Improved nurse well-being will also enhance patient outcomes by ensuring safer, more effective care delivery and promoting a more engaged and resilient healthcare workforce.

Questions and Predictions

How will implementing interdisciplinary support teams affect nurse workloads?

Initially, interdisciplinary collaboration may require additional meeting time. However, improved communication and shared decision-making will streamline workflows, reducing task duplication and easing nurse workloads.

What resources are required to provide mental health support for ICU nurses?  

Resources include access to counseling services, mental health workshops, and peer support programs. Partnering with mental health professionals and offering confidential support will ensure comprehensive care for nurses.

How will flexible scheduling impact patient care delivery? 

Flexible scheduling will improve nurses’ well-being and reduce fatigue, leading to better focus and more consistent patient care. Adequate staffing coverage will be maintained to ensure patient safety.

What are the key measures to evaluate the plan’s success?  

Success will be measured by tracking nurse burnout rates, staff retention, patient outcomes, and interdisciplinary collaboration effectiveness through regular surveys and performance reviews over six to twelve months.

Change Theories and Leadership Strategies

Kurt Lewin’s Change Theory

Kurt Lewin’s Change Management Model provides a clear framework for addressing nurse burnout at Green Valley Care by guiding the organization through three stages: unfreezing, changing, and refreezing (Stanz et al., 2021). In the unfreezing stage, the organization will raise awareness of nurse burnout’s impact on patient outcomes and staff well-being, fostering a sense of urgency for change. Interdisciplinary teams will implement flexible scheduling, mental health support, and standardized communication tools during the changing stage. In the refreezing stage, these practices will become embedded in the hospital’s policies through continuous monitoring and staff feedback. This model supports buy-in by engaging staff in the change process, fostering collaboration, and ensuring sustainable improvements in nurse well-being and patient care.

Transformational Leadership Strategy

Transformational leadership addresses nurse burnout at Green Valley Care by fostering collaboration, motivation, and a shared vision (Ystaas et al., 2023). Nurse managers can use individualized consideration to address ICU nurses’ emotional and professional needs, offering mental health resources and flexible scheduling. Through inspirational motivation, leaders can communicate a clear vision for reducing burnout and improving work conditions, encouraging staff to engage with the plan (Ystaas et al., 2023). Intellectual stimulation will empower interdisciplinary teams to propose innovative solutions and refine processes collaboratively. This leadership approach promotes trust, enhances teamwork across disciplines, and encourages staff buy-in by ensuring their voices are heard. At Green Valley Care, transformational leadership will create a supportive culture, improving nurse retention and patient care.

Team Collaboration Strategy

At Green Valley Care, the interdisciplinary team addressing nurse burnout includes nurse managers, ICU nurses, mental health professionals, and hospital administrators. Nurse managers will oversee plan implementation, provide support, and monitor burnout through monthly surveys while facilitating flexible scheduling. ICU nurses will offer feedback and participate in peer mentorship for emotional support. Mental health professionals will conduct biweekly wellness sessions and provide confidential counseling. Hospital administrators will evaluate staffing models quarterly, adjust resource allocation, and review burnout and retention data to ensure sustainable improvements and better nurse well-being.

The collaboration approach will implement SBAR (Situation, Background, Assessment, Recommendation) for standardized communication and Solution-Focused Brief Therapy (SFBT) to enhance coping strategies. SBAR will improve clarity during patient handovers, ensuring accurate information exchange between nurses, physicians, and other healthcare professionals (Mulfiyanti & Satriana, 2022).

This reduces miscommunication, which is a key contributor to stress and burnout. SFBT will provide nurses with practical tools to manage stress by focusing on solutions rather than problems, fostering emotional resilience and positive coping mechanisms (Kong et al., 2024). These approaches will promote open communication, strengthen interdisciplinary teamwork, and align team members toward shared goals. This collaborative framework will drive long-term success by improving nurse well-being and enhancing patient care outcomes.

Required Organizational Resources

The plan proposal to address nurse burnout at Green Valley Care requires several resources for successful implementation. Staffing needs include nurse managers, ICU nurses, mental health professionals, and hospital administrators dedicating time to monitor burnout, provide counseling, and adjust staffing models. Existing resources like counseling rooms and communication tools can support wellness sessions and SBAR implementation. Additional costs may include hiring external mental health consultants ($100-$150 per session) and providing peer mentorship training ($500-$1,000 annually). Access to patient records, staffing schedules, and performance data is necessary but does not incur extra costs. The financial implications involve staff time for meetings, data analysis, and external mental health support, estimated at $10,000-$15,000 annually. 

If the plan is not implemented, nurse burnout may worsen, leading to increased staff turnover and patient care errors. High turnover rates would raise recruitment and training costs, as hiring and onboarding new nurses can be expensive and time-consuming. Increased medical errors due to staff fatigue could result in potential legal liabilities and regulatory penalties (Jun et al., 2021). Furthermore, patient satisfaction may decline due to inconsistent care quality, damaging the hospital’s reputation.

References

Jun, J., Ojemeni, M. M., Kalamani, R., Tong, J., & Crecelius, M. L. (2021). Relationship between nurse burnout, patient and organizational outcomes: Systematic review. International Journal of Nursing Studies, 119(103933), 1–12. https://doi.org/10.1016/j.ijnurstu.2021.103933

Kong, Y., Zhang, Y., Sun, P., Zhang, J., Lu, Y., Li, J., & Zheng, Y. (2024). Interdisciplinary cooperation with solution-focused brief therapy to reduce job stress, burnout, and coping in Chinese nurses: A randomised controlled trial. Heliyon, 10(22), e40138–e40138. https://doi.org/10.1016/j.heliyon.2024.e40138 

Capella FPX 4005 Assessment 3

Mulfiyanti, D., & Satriana, A. (2022). The correlation between the use of the SBAR effective communication method and the handover implementation of nurses on patient safety. International Journal of Public Health Excellence (IJPHE), 2(1), 376–380. https://doi.org/10.55299/ijphe.v2i1.275 

Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855

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 

Capella FPX 4005 Assessment 3

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