NHS-FPX4010_AppohGabriel_Assessment3-1

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1 Interdisciplinary Plan Proposal Gabriel Appoh NHS-FPX4010 Capella University June 29, 2023

2 Interdisciplinary Plan Proposal Hospice nurses feel overworked and overwhelmed due to work overload associated with infective communication with community liaisons and physicians. The Nursing director seeks to establish a meeting to establish a solution among the teams. This proposal explores an interdisciplinary plan to solve the issue. Objective The fundamental objective of the plan is to create a timetable that physicians can use to respond to nurses within a specific timeline. This will help reduce waiting time for patients due to physicians' delayed responses. Additionally, the plan allows the intake department to overtake nurse scheduling for admissions after community liaisons receive a referral. The nurses will have sufficient time to prepare for the scheduled appointments. Questions and Predictions 1. How much time should physicians take to respond to nurses? The appropriate time to respond is between five to ten minutes, although a nurse should wait for a reasonable time if the physician is attending to another patient. 2. What is the limited number of patient admission to nurses daily? A nurse working an 8-hour shift should admit approximately two patients because every patient covers 4 hours. 3. What happens if there are no nurses available for patient admission Case managers should undertake the role of patient admission Change Theories and Leadership Strategies Change theories describe an organization's efficacy in modifying structures, processes, and strategy. Kurt Lewin's theory of change has three stages; unfreezing, movement, and

3 refreezing (Hussein et al., 2018). The model is considered adequate for organizational change and team collaboration. The theory emphasizes the involvement of employees in decisions that influence employees' well-being and the organization's performance. The unfreezing stage will include informing employees about the proposed change and the benefits attributed to the change. The second stage is transition or movement, which entails slowly shifting from the status quo to the new routine. The staff will be urged to adhere to the new intervention. The refreezing period of the framework allows the change to be implemented permanently. At this stage, the staff will have entirely absorbed into the new schedule based on the timetable. Influential and collaborative leadership creates an environment that fosters efficient and positive interactions, engagement, and inclusion, contributing to successful outcomes (Shaikh et al., 2023). It helps to build coalitions that drive organization processes to attain success. Effective leadership helps build a team's collaborative spirit, which helps solve predicaments. Hence, the hospital's director should adopt collaborative and influential leadership strategies to drive the new change adequately. Team Collaboration Strategy The nursing director will be the leader of the project. The director will organize and supervise the team members through the implementation. The community liaisons will consult with intake to schedule patient appointments to see nurses appropriately. The nurses will be determining the time allowed to complete patient admissions. Physicians will develop appropriate strategies for providing timely responses to nurses. Once referrals visit the hospital, community liaisons will consult with intake to determine the nurses available in the preferred locations to schedule assessments and evaluations. The appointments will be scheduled within one to two days to provide notice to nurses with appointments. A case manager can assess the

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4 patients if no nurses are available for appointments. Doctors will liaise with nurses to respond for admission appropriateness within ten minutes. An interdisciplinary approach between the teams will help them meet their specific goals attaining a smooth flow of operations. According to Askari et al. (2020), the collaborative coefficient is an approach that motivates employees to engage in teamwork. The workers attain better performance by participating in cooperation than individual work. If implemented well, the framework creates efficient communication between executives and employees and improves their desire for teamwork. This approach is the best for the team members because it will strengthen communication, creating a favorable space for collaboration. Required Organizational Resources Currently, the hospital has minimal staff in the direct Bay area, whereby five nurses focus on admitting patients in 6 service areas and three physicians. There are six community liaisons and 5 case managers. The employees are few, and the intervention will require additional three nurses to help with admissions. The new nurses will be trained and provided nursing supplies and travel reimbursements. The trainers will also be paid. The total budget for the expense will be $50,000. If the additional nurses cannot be employed, there is a need to reevaluate the plan. Lag in time and the time spent on every patient requires additional staff, including physicians, to compensate for the time. Therefore, the company will be affected financially and may need an increased budget of up to $75,000 for the staffing increase.

5 References Askari, G., Asghri, N., Gordji, M. E., Asgari, H., Filipe, J. A., & Azar, A. (2020). The impact of teamwork on an organization’s performance: A cooperative game’s approach. Mathematics , 8 (10), 1804. https://doi.org/10.3390/math8101804 Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge , 3 (3), 123-127. https://doi.org/10.1016/j.jik.2016.07.002 Shaikh, S. A., Lämsä, A. M., & Heikkinen, S. (2023). Collaborative Leadership in the Institution of Higher Education: A Sociocultural Context of Pakistan. South Asian Journal of Business and Management Cases , 12 (1), 65-80. https://doi.org/10.1177/22779779231154646

NHS-FPX4010_AppohGabriel_Assessment3-1

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