NURS 4010 Interdisciplinary Plan Proposal Assessment 3 2021/2022.

NURS 4010 Interdisciplinary Plan Proposal Assessment 3 2021/2022. Interdisciplinary Plan Proposal The issue – lack of culturally competent behavior amongst staff members, and poor communication and collaboration between disciplines (ie: nurses role vs x-ray tech role) − identified in assessment 2 of NURS-4010, will be the basis for this interdisciplinary plan proposal. The subsequent information will outline a proposal to create better communication and collaboration among nursing and x-ray staff, cultural awareness and professional growth. Objective By using a structured solution-based approach, the objective is to attempt to successfully solve the identified issue (as stated above), by following the statement made by Cope and Murry (2017), which implies − by using a solutions-based approach, rather than focusing on the issue, professional development of staff will be emphasized (p. 68). Hence, this interdisciplinary plan will focus on the staff’s professional development rather than the issue between them. The hope is to reduce tension in the workplace and establish cohesiveness among staff members, which in turn, will most likely encourage open communication, instill cultural awareness, and create a culturally competent environment. Therefore, should the objective be achieved, it will align with the organizations mission and vision statement, and will optimistically promote team work leading to increased productivity, job satisfaction, and organizational commitment. Questions and Predictions 1. What structured approach will be employed and why? a. The 2 structured approaches I predict are well suited for this proposal are: the plan-do-study-act (PDSA) cycle and the cross-cultural approach. I believe these approaches will most likely produce the most success as the authors I am citing are credible sources and claim the following − Crowfoot and Prasad, (2017), state 3 that the “PDSA cycle is known to help develop team work, leadership skills, and positively influence organizational culture” (p. 426); and Jongen et al., (2018), state that “The cross-cultural approach focuses on teaching general knowledge, attitudes and skills relevant to navigating any cross-cultural situation” (p. 2). 2. Who will be involved in implementing the PDSA cycle and the cross-cultural approach? a. Being as that the identified problem took place between staff in the x-ray and nursing departments, it will be appropriate for the x-ray supervisor, the nurse manager and the human resources rep (H.R. rep.) to work in close collaboration with each other to implement the process. However, should the need arise, upper management and/or clinical providers will be included. 3. What is the estimated time frame and cost to accomplish the goal? a. While setting an estimated time frame is ideal, it would be difficult to predict an estimated time frame for behavioral changes to occur as these changes occur at individual rates. In this sense, it would be best to estimate the quality of the behavioral changes (ie: were there any improvement in the behavior? etc.). However, using the PDSA cycle will help initiate the change process within a given time frame (ie: scheduling meetings within a specific period, etc.) – this is quantity; whereas, using the cross-cultural approach will help evaluate the actual behavioral changes that took place (ie: is the behavior better or worse? Etc.) – this is quality. b. It is predicted that cost will be kept within the individual allotted department budgets. Hence, each department manager will be responsible to adhere to the 4 budget and skillfully manage expenditures as not to incur extra costs to the organization as a whole. Change Theories and Leadership Strategies To facilitate collaboration between x-ray staff and nursing staff that work at an outlying clinic within the PIH organization, the situation will be approached using Lewin’s change theory integrated with the Lean system theory. These 2 theories integrate well together as Lewin’s theory entails the steps of unfreezing – which is, awareness that a problem exists and one needs to let go of “old ways”, followed by changing/moving − which is, implementing change by coaching and training and demonstrating the benefits of change, then, refreezing – which requires practicing and reinforcing the changes so they become habit; whereas, the Lean theory is meant to identify the root cause of a problem without placing blame on a person or people (Wojciechowski et al., 2016). During this process of implementing change, the team leaders will employ the Relational leadership style which focuses on people and relationships (Cope and Murray, 2017). This type of leadership encompasses a combination of qualities such as, the attributes of a transformational leader – who is identified as one that gains the trust of others by listening, responding and empathizing, while an emotionally intelligent leader is effective in resolving conflict because he/she is sensitive to the feelings of others; and a resonant leader, who is also effective in conflict resolution because he/she employs the qualities of an emotionally intelligent leader, is able to approach a situation in a non-judgmental manner (Cope and Murray, 2017). This combination of leadership styles will most likely encourage communication between the staff and produce overall positive results as Cope and Murray (2017) state, “Transformational leadership is considered to be the gold standard of leadership (p. 63). 5 Implementing change will require the team leaders to be democratic in their delivery approach – this then signifies, all the qualities of a transformational leader, as stated previously, must be expressed in such a manner. The aforementioned Lean System is beneficial in this instance because it is a “people-based” system, which means it focuses on supporting the people through the process of change (Wojciechowski et al., 2016). To promote collaboration, communication and perhaps form a comradery during the change process, it was important for the human resources representative (H.R. rep.), to include discipline-specific perspectives for all involved. In this regard, since it was an identified issue that some nursing staff were trying to dictate the x-ray tech’s functioning role within his department, it was necessary for the H.R rep. to clarify to the nursing staff that there was no need for them to interfere with the function of the x-ray department as they were each skilled in their own discipline. Here-in, this message was delivered skillfully, with a democratic approach while applying Lewin’s change theory integrated with the Lean theory.