Interdisciplinary Plan Proposal.edited

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Maseno University *

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Nursing

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Nov 24, 2024

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1 Interdisciplinary Plan Proposal Name Institution Affiliation Course Professor Date

2 Interdisciplinary Plan Proposal The highlighted problem in Assessment 2 pertains to the need for more culturally competent conduct among staff members and the inadequate communication and cooperation within disciplines, such as the roles of nurses and x-ray technicians. This multidisciplinary plan proposal will be centered around addressing this issue. The paper will provide a plan to enhance communication and cooperation among nursing and x-ray personnel, foster cultural awareness, and promote professional development. Objective As mentioned earlier, this study aims to employ a systematic solution-oriented methodology to address the identified problem effectively. This approach aligns with the perspective put forth by Guinan (2019), which suggests that prioritizing a solutions-based approach rather than fixating on the problem itself will enhance the professional growth of staff members. Therefore, the primary objective of this multidisciplinary initiative will be to prioritize enhancing the staff's professional growth rather than addressing the specific conflict among them. The objective is to mitigate workplace conflict and foster cohesion among staff members, promoting open communication, cultivating cultural understanding, and establishing a culturally competent environment. Questions and Predictions Which methodical strategy will be used, and why? The plan-do-study-act (PDSA) cycle and the cross-cultural approach are the most promising organized methods for implementing this concept. Tylor et al. (2020) stated that the PDSA cycle

3 is recognized to enhance team work and leadership abilities and favorably affect company culture; hence, these methods are assumed to provide the best results. Who will put the PDSA cycle and the international perspective into action? Given that the issue at hand occurred inside the x-ray and nursing departments, it would be advisable for the x-ray supervisor, nurse manager, and human resources representative to collaborate to execute the proposed procedure effectively. If it becomes necessary, the involvement of top management and clinical professionals will be sought. What is the projected time frame and financial expenditure required to achieve the objective? Although it would be helpful to specify a rough timeline, it's impossible since people's behavioral change rates vary. It is expected that costs will be contained within the available funds for each department. Therefore, every department head's duty is to spend within their allocated funds and avoid adding unnecessary expenses to the company as a whole. Change Theories and Leadership Strategies X-ray technicians and nurses at the PIH satellite clinic are more likely to work together thanks to a method that integrates Lewin's Change Theory with the Lean System Theory and uses Relational leadership. The three phases of unfreezing, changing/moving, and refreezing that makeup Lewin's Change Theory provide a systematic approach to dealing with the need for change (Allaoui, 2020). This is particularly pertinent here since changing attitudes and habits is essential for breaking down the obstacles to cooperation. The need to recognize and solve fundamental problems non-confrontationally aligns with the Lean System Theory's emphasis on discovering root causes without laying blame. The Relational leadership style is useful for building rapport because it incorporates the best of transformational, emotionally savvy, and

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4 resonant leadership. Leaders may create a culture in which employees feel heard and appreciated by actively listening to them, reacting with empathy, and taking a nonjudgmental approach to resolving issues. More importantly, a democratic leadership style is essential for giving everyone on the team a voice throughout the transition. When coupled with the traits of a transformational leader, this method increases people's sense of agency and motivates them to become more involved in teamwork. It’s smart to include the H.R. person so that you can get their take on things from a position inside H.R. This eliminates ambiguity about who is responsible for what and helps avoid disagreements. The H.R. rep expertly conveys that each department has its expertise, which stresses the significance of respecting each other's positions and helps foster a more positive and cooperative atmosphere in the workplace. Team Collaboration Strategy The PDSA cycle is first used to motivate the process of change. Step one is to compile a list of everyone who has a vested interest in the outcome of this process, including the H.R. representative, X-ray supervisor, Nurse Manager, X-ray technicians, and nurses. These parties are essential in coordinating solutions to the problems that have been recognized. Cultural awareness, multidisciplinary teamwork, and camaraderie are all fostered via the planning phase's quantifiable objectives, which include staff meetings and education/training sessions. In the "do" phase, the changes are implemented via a staff meeting and subsequent training and education sessions. These methods foster trust and cooperation within a group. Studying the results allows us to see how much progress has been achieved and where we still need to fix things. Finally, at the act stage, the results and insights from the previous PDSA cycle are used to inform the plans for the following cycle, reinforcing the idea that change is ongoing.

5 Acknowledging the significance of cultural competency in the healthcare setting, a cross- cultural approach is also included. Cultural differences are analyzed, interventions such as cultural competence training and professional development are implemented, and results are evaluated, much like the PDSA cycle. The H.R. rep, nurse manager, and X-ray supervisor's teamwork to organize these activities exemplifies multidisciplinary cooperation that inspires employees to make positive changes. Therefore, the staff pledges to cultivate a more diverse and cooperative healthcare environment via continuous development, strong collaboration, communication, and cultural awareness. Required Organizational Resources Each department is allocated a certain budget based on its anticipated requirements. Consequently, the management's responsibility is to ensure a well-balanced budget is maintained within their designated department. This indicates the need for department administrators to maintain a balanced budget that addresses the department's requirements of patient care, personnel, and other miscellaneous needs. Given this consideration, it is crucial to consider both variable and fixed expenses. The remuneration of the full-time workers (FTEs) described in this scenario is classified as a fixed expense. In the x-ray department, $2,000.00 is set aside monthly for staff meetings, teaching materials, and so on. This particular PIH institution has a monthly budget of $5,000.00 for the nursing department, covering staff meetings, training courses, instructional materials, etc. There was no unexpected or additional cost to the organization's overall budget or to the allocated budgets per separate departments engaged other than one hour of overtime per FTE every meeting and training session. In light of this data, we will calculate the total cost of attendance at meetings and training sessions by adding one hour of overtime pay

6 to the salaries of each staff member. The graph below shows the total costs, calculated from the hourly salary of 5 workers and the number of meetings held. Staff members Hourly salary Total meeting attended Overtime hours accrued Total cost per employee Staff nurse 1 $42.00 3 3 $126.00 Staff nurse 2 $37.74 3 3 $113.22 Staff nurse 3 $35.50 3 3 $106.50 x-ray tech 1 $38.00 3 3 $114.00 x-ray tech 2 $38.00 3 3 $114.00 Overall Totals $191.24 $573.72 The above data suggests that the total cost of holding meetings and training sessions for staff members was within the allotted sum of $7,000. Therefore, the managers showed competence in efficiently directing their division's budget, setting the stage for praise at the end of the company's fiscal year. In light of the above calculations, it is expected that managers will be able to effectively oversee the budget within their respective departments without exceeding the allocated resources, thereby ensuring efficient management of their departments and personnel if the detected issue persists or worsens.

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7 References Allaoui, A., & Benmoussa, R. (2020). Employees’ attitudes toward change with Lean Higher Education in Moroccan public universities. Journal of Organizational Change Management , 33 (2), 253-288. Guinan, P. J., Parise, S., & Langowitz, N. (2019). Creating an innovative digital project team: Levers to enable digital transformation. Business Horizons , 62 (6), 717-727. Taylor, M. J., Shikaislami, C., McNicholas, C., Taylor, D., Reed, J., & Vlaev, I. (2020). Using virtual worlds as a platform for collaborative meetings in healthcare: a feasibility study. BMC Health Services Research , 20 (1), 1-10. .

Interdisciplinary Plan Proposal.edited

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