NURS-FPX 4010 Interdisciplinary Plan Proposal

NURS-FPX 4010 Interdisciplinary Plan Proposal

NURS-FPX 4010 Interdisciplinary Plan Proposal

Healthcare organizations always strive to achieve optimum nursing and patient outcomes. They engage in quality improvement initiatives that streamline the existing systems and processes (Emich, 2018). Therefore, this paper explores the objective and prediction of a plan to address the rising rate of catheter-associated urinary tract infections, change theory, leadership strategy, resources, and the needed collaboration for the project.

Objective

As noted in the earlier write-ups, the selected issue of focus in this project is catheter-associated urinary tract infections. The interview performed with the nurse manager revealed that the rates of catheter-associated urinary tract infections have been rising over the past months. Therefore, the objective of an evidence-based interdisciplinary plan to be embraced in the organization is to prevent and reduce the rate of catheter-associated urinary tract infections among hospitalized patients.

The interdisciplinary plan to achieve this objective entails adopting the Plan-Do-Study-Act strategy to guide the interventions used in the project. The plan will incorporate all the staff in the medical floor in addressing the issue. In addition, it will incorporate strategies such as interdisciplinary collaboration and training the staff to equip them with the desired competencies to address the issue of catheter-associated urinary tract infections (Reid et al., 2018). The staff will evaluate the different strategies and select one for use in addressing the institutional problem.

Questions and Predictions

  1. Will training nurses and physicians working in the medical floor help reduce the risk and rate of catheter-associated urinary tract infections?
    1. Training will equip the staff with the competencies needed in preventing and reducing the risk of catheter-associated urinary tract infections among hospitalized patients. The impact is expected to be felt after a few months of training.
  2. What will be the impact of the change on organization’s performance?
  3. The project will reduce the costs incurred in the organization because of catheter-associated urinary tract infections. It will also improve the overall quality and safety of care in the organization
  4. How will the patients benefit from the change initiative?
  5. The proposed project will reduce unintended costs that patients will incur due to catheter-associated urinary tract infections. It will also ensure safety, quality, and efficiency of care they receive. It will eliminate unintended disease burden due to catheter-associated urinary tract infections.

Change Theories and Leadership Strategies

Kurt Lewin’s theory of change will be applied in implementing best practices to prevent and reduce the rate of catheter-associated urinary tract infections. Lewin developed a theory that organizations, managers, and leaders utilize to understand how people react, resist, and embrace change. He developed a three-step model that represents stages that individuals undergo when embracing change. The steps include unfreezing, changing, and refreezing. Lewin also noted that change process depends on restraining, driving, and equilibrium forces. Restraining forces prevent or restrict change from occurring. Driving forces stimulate the need for change in an organization. Conversely, an equilibrium is reached in cases of a balance between restraining and driving forces (Udod & Wagner, 2018). The focus of addressing catheter-associated urinary tract infections in the organization will be on minimizing restraining forces and optimizing on driving forces to support change.

The steps of Lewin’s theory of change are applicable in addressing the issue of increasing rates of catheter-associated urinary tract infections in the hospital. The first stage of the model is unfreezing. This is a stage where the staff in the medical and surgical departments are unaware of the negative effect that their current behaviors have on outcomes related to catheter-associated urinary tract infections. As a result, the leadership and management should implement interventions to raise their awareness levels (Udod & Wagner, 2018). Strategies such as relaying statistics about catheter-associated urinary tract infections over a period will raise their awareness and stimulate the need for change.

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The second stage in the model is change. It is characterized by the staff being ready to implement evidence-based strategies to prevent and reduce catheter-associated urinary tract infections. Strategies such as training, coaching, mentorship, and rewarding performance are important in this stage to promote behavioral change. Refreezing is characterized by the stabilization in the best strategies utilized in the prevention of catheter-associated urinary tract infections (Udod & Wagner, 2018). As a result, the focus is on the adoption of initiatives that prevent relapse to traditional behaviors.

A leadership strategy that is likely to help an interdisciplinary team succeed in collaborating and implementing the project plan to address catheter-associated urinary tract infections is active team member participation. Active participation is important for the successful implementation of change initiatives. Leaders should encourage active team member participation through strategies such as assigning roles to the team members. Active participation in the implementation of the project plan will build the desired competencies among the team members (Reid et al., 2018). It will also promote project ownership as well as sustainability of the adopted change initiatives.

Team Collaboration Strategy

The team will comprise team leader, coordinator, and team members. The team leader will guide the team activities. He will also ensure the team aligns with the developed plan. The team leader will also communicate any changes needed on the project plan and roles of the team members. The team coordinator will liaise with the team members and seek their insights on the issues that should be addressed for the team success. He will also coordinate activities such as communication, resource allocation, and oversee utilization in undertaking the different team activities. Team members will undertake the overall responsibilities of assessing, planning, implementing, monitoring, and evaluating the plan. They will also provide feedback to inform any improvement strategies for the project.

Active collaboration is needed by the interdisciplinary team to improve the likelihood of achieving the plan’s objective. Active collaboration entails the team members working together to assess, plan, implement, monitor, and evaluate projects. Active collaboration incorporates input from all the team members in any of the project processes (Brooks, 2019; Emich, 2018). Team leaders also adopt strategies to enhance collaboration such as open communication, feedback provision, and active engagement of the team members in implementing the change activities (Cummings et al., 2021; Wei et al., 2020).

Active collaboration may contribute to the realization of the desired outcomes in some ways. First, it minimizes the risk of resistance to change from project stakeholders (Lafrance, 2018; Roddy & Polfuss, 2020). Stakeholder involvement promotes their psychological preparedness for change and the development of the desired behaviors, knowledge and skills. Active collaboration also ensures the adoption of project actions that align with the expectations and competency levels of the team members (Emich, 2018).

Required Organizational Resources

The success of the plan to address the rising rates of catheter-associated urinary tract infections in the organization depends largely on the adequate supply of organizational resources. One of the resources is financial support for the project. Finances will be used in implementing project activities such as training the staff on the implementation of the change. The estimated cost for undertaking these activities will be $180000. The other resource is time. The organization should provide the staff involved in the implementation of the project enough time to assess, plan, implement, and evaluate the change. The estimated time that the staff will spend in learning about the project and implementing will be about one month. The last resource is material and human resources. Materials such as educational brochures may be required for the implementation of the project plan. The estimated cost for these resources is $10000. There may also be a need for hiring experts to train the staff on the implementation of project strategies. The estimated cost for hiring trainers is $30000. The hospital currently experiences a shortage of nurses. As a result, $35000 is needed to hire nurses on-as-needed-basis to ensure adequate supply of human resources and not compromise the project outcomes. Failure to make improvements proposed in this plan will result in a further increase in the rates of other hospital-acquired infections, including catheter-associated urinary tract infections. It will also affect the overall safety, quality, and efficiency of patient care in the hospital.

References

Brooks, J. (2019). From Wars on the Wards to Harmonious Hospitals: British Nursing Sisters’ Pursuit of Collaboration on Active Service in the Second World War1. Medizin, Gesellschaft Und Geschichte, 165.

Cummings, G. G., Lee, S., Tate, K., Penconek, T., Micaroni, S. P. M., Paananen, T., & Chatterjee, G. E. (2021). The essentials of nursing leadership: A systematic review of factors and educational interventions influencing nursing leadership. International Journal of Nursing Studies, 115, 103842. https://doi.org/10.1016/j.ijnurstu.2020.103842

Emich, C. (2018). Conceptualizing collaboration in nursing. Nursing Forum, 53(4), 567–573.

Lafrance, T. (2018). Exploring the intrinsic benefits of nursing preceptorship: A personal perspective. Nurse Education in Practice, 33, 1–3.

Reid, R., Escott, P., & Isobel, S. (2018). Collaboration as a process and an outcome: Consumer experiences of collaborating with nurses in care planning in an acute inpatient mental health unit. International Journal of Mental Health Nursing, 27(4), 1204–1211.

Roddy, L., & Polfuss, M. (2020). Employing design thinking methods in nursing to improve patient outcomes. Nursing Forum, 55(4), 553–558.

Udod, S., & Wagner, J. (2018). Common Change Theories and Application to Different Nursing Situations. https://opentextbooks.uregina.ca/leadershipandinfluencingchangeinnursing/chapter/chapter-9-common-change-theories-and-application-to-different-nursing-situations/

Wei, H., King, A., Jiang, Y., Sewell, K. A., & Lake, D. M. (2020). The Impact of Nurse Leadership Styles on Nurse Burnout: A Systematic Literature Review. Nurse Leader, 18(5), 439–450. https://doi.org/10.1016/j.mnl.2020.04.002