Nurs FPX4005 Assessment 2 Interview and Identification of Interdisciplinary Issues

Interview and Identification of Interdisciplinary Issues

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Ian Lewis  

Capella University  

Nurs FPX4005  

Professor’s Name  

January 2025  

Interview and Identification of Interdisciplinary Problems

Nurs FPX4005 Assessment 2 Interview and Identification of Interdisciplinary Issues is successful in any organizational setting, particularly in complex fields like medicine. Experts across different fields, when they combine their expertise, can share experiences in surmounting challenges and achieving shared objectives. Interdisciplinary collaboration is teamwork with the aim of fostering teamwork and communication across different fields of medicine. This assessment will elaborate on generic collaboration tools that promote improved interprofessional relations.

Interview Overview

During the time of interviewing, I interviewed a nurse professionally working at Riverside Care Hospital, which is a medium-sized acute and long-term healthcare organization. My interviewee was a charge nurse who was responsible for coordinating patient care, managing nursing staff, and organizing departmental communication. Among the major issues identified was disintegrated care coordination between doctors, particularly at patient handover between wards or referral to external specialists (Khatri et al., 2023). The respondent described such a frustrating communication scenario as often ending in delayed treatment, duplicated effort, and overall patient dissatisfaction. Despite previous efforts by the organization to address this problem by implementing Electronic Health Records (EHRs) and periodic communication protocol training, progress has been hindered by intermittent implementation and lack of follow-up.

Nurs FPX4005 Assessment 2 Interview and Identification of Interdisciplinary Issues

Interviewee supplemented that although Riverside Care Hospital is highly committed to teamwork, its utilization within the workplace is still a challenge. Even when the Leadership is coordinating team meetings, their multidisciplinary approach to developing strategy at the meetings can minimize the planned discussion and on-the-day activity gap to a minimum (Henson et al., 2020). They did offer some instances of effective multidisciplinary working, i.e., case managers, social workers, and themselves working together to develop discharge plans in high-complexity cases. They told us that these successes are typically isolated and not part of an overall plan for the organization. In summary, the interview reaffirmed the impediments to quality care coordination and underscored the necessity of more formalized interdisciplinary practice to optimize patient outcomes and staff productivity.

Identification of Issues

The Riverside Health System nurse interview identified the underlying issue of stretched care coordination in the company. The issue itself has the possibility of leading to poor communication, delayed treatment, and adverse patient outcomes. These issues, so complex in nature, need an interprofessional solution where doctors of various specialties converge and provide non-jarring and coordinated care. With their combined expertise, these professionals can create comprehensive care plans that are patient-focused and address patients’ medical as well as individual health needs (Phillips et al., 2020). This inter-member collaborative practice model enhances patient satisfaction and clinical outcomes by minimizing errors, enhancing effectiveness, and enhancing inter-member communication.

Change Theories for Interdisciplinary Solutions

A viable theory of change for the solution to the problem posed by the fragmentation of coordination is Lewin’s Change Theory. The process is in three phases: unfreezing, changing, and refreezing (Silvola et al., 2024). Unfreezing in healthcare would translate to a recognition of the need for better communication and coordination among the health workers for enhanced patient care. With acknowledgment of the gaps in practice and establishing mutual perception of the necessity for interprofessional collaboration, the stakeholders are prepared to transform. The stage of change requires the introduction of new measures, e.g., regular communication routines and interdisciplinary team meetings, to enhance interprofessional collaboration among nurses, physicians, social workers, and other healthcare professionals (Silvola et al., 2024). Finally, the refreezing phase aims to embed these new habits into organizational culture in a manner that would be an automatic response and sustainable long term.

Moreover, Lewin’s Change Theory is a proper framework for change management processes in healthcare settings (Silvola et al., 2024). The framework allows organizational teams to deal with care coordination problems in an efficient way and develop better teamwork. Nurs FPX 4005 Assessment 2 Interview and Identification of Interdisciplinary Issues evidenced from the literature to have been applied extensively in the healthcare setting in order to facilitate organizational change processes. Campbell et al. (2020) indicate its application in facilitating teamwork and best patient outcomes through improved communication and coordination of multidisciplinary teams. Utilizing Lewin’s Change Theory, the organization is able to instill a more coordinated care climate that eventually manifests as better patient safety and satisfaction.

Interdisciplinary Solution Facilitating Leadership Strategies

Collaborative Leadership (Simons et al., 2022) is the ideal type of Leadership to facilitate interdisciplinary collaboration to resolve the issue of dispersed care coordination in the Riverside Health System. Collaborative Leadership focuses on involving leaders from various health professions so that staff’s active participation and collaborative decision-making can be facilitated. Through the provision of a respectful and trustful setting, collaborative leaders foster open communication and information sharing, which are elements of solutions to complexities in patient care. Active involvement of healthcare providers — physicians, nurses, social workers, and therapists — solidifies patient care plans because they lay out their ideas as they plan (Craig et al., 2020). This approach increases providers’ collaboration and ultimately improves the quality of all services.

The adoption of cooperative Leadership to solve the challenges in Riverside Health System comes as a result of its capacity to design an improved,, more coordinated,, and responsive healthcare environment. This allows the organization to reallocate resources from unnecessary communications and strengthen coordination between providers, which subsequently equates to improved patient outcomes (Simons et al., 2022). Various studies confirm its capacity to foster interprofessional collaboration and reduce negative patient outcomes. For example, Cranley et al. (2020) concluded that job satisfaction and teamwork among employees occur as a result of collaborative Leadership, both of which have a significant contribution to providing quality health care. Through the implementation of collaborative leadership principles, the organization attains optimal teamwork practice needed for practice in today’s patient care.

Collaborative Techniques for Interdisciplinary Teams

In a bid to address the issue of fragmentation across multidisciplinary care coordination within the healthcare system, there has to be some practice in teamwork among the disciplines. Some of them are among the most powerful strategies,, such as having open, shared goals among the team members, better communication, and being involved in common decision-making (Cranley et al., 2020). When all health care professionals working with a patient coordinate their communication for common objectives, their services are coordinated ideally for the best outcomes.

Besides this, patient and family participation in decision-making promotes collaboration and aids patient-centered treatment plans. Such interventions address teamwork problems directly and create an interprofessional model of the patient’s treatment.

Collaborative practice has been shown to be effective by evidence, with research evidence testifying to its impact on patient outcomes. Professional team communication, as noted by Chance et al. (2024), improves communication, decreases medical errors, and improves patient satisfaction. Furthermore, according to Heip et al. (2020), quality care and better patient outcomes are offered by organizations with sound interdisciplinary collaboration. The models of education for contemporary health professions are oriented towards training in collaborative working to effectively accomplish tasks within the team environment to satisfy joint needs. By such collaborative practice, organizations can create an environment that accommodates working in a team and ensures better outcomes as well as quality patient care.

Conclusion

Finally the Nurs FPX 4005 Assessment 2 Interview and Identification of Interdisciplinary Issues integrative approach will work effectively in resolving the issue of disintegrated care coordination. With the assistance of Lewin’s Change Theory and shared Leadership, it is possible to help develop a more interdisciplinary organizational culture.  With the implementation of such evidence-based practices, the healthcare organization will achieve enhanced patient outcomes, enhanced staff productivity, and a more responsive and coordinated health system.

References

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