Interview and Interdisciplinary Issue Identification

Interview Summary

The interviewee, a registered nurse (RN), shared insight with me at the medium-sized urban hospital. This tertiary care institution contains several specialized departments, including critical care units, surgical services, and internal medicine facilities. The interviewee holds a position in a medical-surgical unit where they coordinate daily operations by managing patient assignments, facilitating team communication, and handling staff-related problems: Interview and Interdisciplinary Issue Identification.

The major topic of discussion during the interview focused on the obstacles faced when several healthcare professionals communicate for patient discharge operations. Inadequate interprofessional collaboration between nurses along with physicians, physical therapists, and case managers results in delayed discharges, which leads to patient dissatisfaction and readmissions among patients within 30 days of treatment. The interviewee revealed that leadership’s efforts to adopt electronic communication tools alongside multidisciplinary team meetings have resulted in poor implementation, which produced minimal process improvement.

Notably, the team’s cross-disciplinary work culture displayed traditional practices that are starting to evolve. Interdepartmental coordination exists, but physicians experience fragmented communication with their fellow healthcare professionals. According to the interviewee, team success relies significantly on leader support and defined team member responsibilities for interdisciplinary teams to function effectively. The RN anticipated better team collaboration but emphasized ongoing sustained research-based initiatives.

Issue Identification

The primary issue identified during the interview is that coordination between different healthcare providers is weak during discharge. A case-specific, evidence-based interdisciplinary approach is in concert with best practices related to inpatient outcomes management through an interdisciplinary practice. Enhanced patient education and effectiveness of the discharge process through effective interdisciplinary teamwork enhance reduced readmissions. Patient medical preference participation in structured team meetings increases the probability of effective treatment in response to effective communication effectiveness (Schwartz et al., 2021).

Change Theories That Could Lead to an Interdisciplinary Solution

Kotter’s and Lewin’s Change Management Models have played important roles in practice as a means of fostering interdisciplinary cooperation in effective discharge planning. The Kotter Change Management Model helps teams adopt a more directed change by developing reinforced teams that make solidified goals and develop new cultural routines. Also, Kotter’s model creates long-term, durable changes in nearly all of the business units within health care (Graves et al., 2023).

According to this reasoning, research can be put into practice where the same stage of individual development appears as that within the model, which shows effectiveness, especially when dealing with complexities to communication toward health care and medicine. The Canadian Medical Education Journal publishes Graves et al.’s (2023) article with a unique hallmark of advancing peer review of health practice.

In addition, Lewin’s Change Management Model provides a staged progression of unfreezing and refreezing to help the organization negotiate the change implementation process and how lasting adoption can be fostered. Valid research studies prove these implementation strategies achieve the expected results for team-based care practices. The study by Stanz et al. (2021) confirms that any healthcare change requires active stakeholder engagement and a continuous quality enhancement practice. This is a peer-reviewed article in the Hospital Pharmacy; it reveals that leadership collaboration is vital whenever changes are implemented in hospital facilities.

All sources give sound evidence that validates the application of these theories to the development of interdisciplinary collaboration while providing actionable implementation approaches specifically targeted to the identified problem. Peer-reviewed scientific work, specialized subject areas, and proven data collection methods establish the researchers’ authority.

Leadership Strategies That Could Lead to an Interdisciplinary Solution

Servant and transformational leadership results in highly effective interdisciplinary action development approaches in discharge planning operations. Under servant leadership, organizations establish supportive environments that remove barriers while developing inter-team trust and collaboration. According to Canavesi and Minelli (2022), servant leadership produces positive team outcomes and organizational culture, which enhances interdisciplinary team success. Canavesi and Minelli’s (2022) systematic literature review is published in the peer-reviewed Employee Responsibilities and Rights Journal, validating its credibility and relevance.

Subsequently, teams are inspired and motivated to achieve common targets through the implementation of transformational leadership. On the other hand, teams produce unique solutions and make workplaces thrive at the same time. According to Ystaas et al. (2023), transforming nursing practice to adopt a transformational model of leadership improves work environments while generating better care for patients. In their review, published by the peer-reviewed journal Nursing Reports, Ystaas et al. concluded that transformational leaders align staff to achieve specific goals.

These approaches present strong frameworks that work to resolve shortcomings in interdisciplinary team interaction. Through servant leadership, team members develop reasonable role ownership, and transformational leadership enables diverse professionals to achieve favorable patient outcomes. Such proven leadership models maintain academic validity and practical application to establish multidisciplinary problem-solving programs in healthcare organizations.

Collaboration Approaches for Interdisciplinary Teams

Three key approaches stand out to improve interdisciplinary collaboration in discharge planning: implementing structured interdisciplinary bedside rounds (SIBRs) with Situation Background Assessment Recommendation (SBAR) communication practices, including psychological team safety, produces enhanced discharge coordinating outcomes.

The leadership-supported structured interdisciplinary bedside rounds framework improves team communication and joint work tasks to enhance professional interdisciplinarity. Schwartz et al. (2021) found that SIBRs establish concurrence between treatment objectives and team status reports. The proposed approach effectively addresses the problem because it identifies essential parameters needed to solve communication issues and role confusion during discharge planning. Schwartz et al.’s (2021) study maintains excellent scientific integrity because it is peer-reviewed and in the Journal of Interprofessional Care.

Notably, SBAR communication structures patient information exchanges with enhanced clarity while ensuring steady delivery across all exchanges. According to Fernández et al. (2022), the SBAR methodology improves both job satisfaction for healthcare practitioners and their professional communication skills, making it ideal for discharge planning purposes in healthcare. The validity of this article is confirmed by publication in the respected International Journal of Environmental Research and Public Health.

Psychological safety between team members allows members to express concerns despite possible judgment. A study by Kim et al. (2020) validated a positive relationship between psychological safety and team performance while identifying psychological safety as vital to building productive collaboration spaces. The article being peer-reviewed in the Frontiers in Psychology study verifies the credibility of the article. All cited studies, together with their documented sources, present specific practical measures to develop or boost effective interdisciplinary working relationships.

References

Canavesi, A., & Minelli, E. (2022). Servant leadership: A systematic literature review and network analysis. Employee Responsibilities and Rights Journal, 34(3), 267–289. NCBI. https://doi.org/10.1007/s10672-021-09381-3

Fernández, M. C. M., Martín, S. C., Presa, C. L., Martínez, E. F., Gomes, L., & Sanchez, P. M. (2022). SBAR method for improving well-being in the internal medicine unit: Quasi-experimental research. International Journal of Environmental Research and Public Health, 19(24), 16813. https://doi.org/10.3390/ijerph192416813

Graves, L., Dalgarno, N., Hoorn, R. V., Truelove, A. H., Mulder, J., Kolomitro, K., Kirby, F., & Wylick, R. van. (2023). Creating change: Kotter’s change management model in action. Canadian Medical Education Journal, 14(3). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10351637/

Kim, S., Lee, H., & Connerton, T. P. (2020). How psychological safety affects team performance: Mediating role of efficacy and learning behavior. Frontiers in Psychology, 11(1581). https://doi.org/10.3389/fpsyg.2020.01581

Schwartz, J. I., Gonzalez-Colaso, R., Gan, G., Deng, Y., Kaplan, M. H., Vakos, P.-A., Kenyon, K., Ashman, A., Sofair, A. N., Huot, S. J., & Chaudhry, S. I. (2021). Structured interdisciplinary bedside rounds improve interprofessional communication and workplace efficiency among residents and nurses on an inpatient internal medicine unit. Journal of Interprofessional Care, 38(3), 1–8. https://doi.org/10.1080/13561820.2020.1863932

Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855

Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

This assessment will introduce the Plan-Do-Study-Act (PDSA) Model to create change in an organization. By interviewing a colleague of your choice, you will begin gathering information about an interprofessional collaboration problem that your colleague is experiencing or has experienced. You will identify a change theory and leadership strategies to help solve this problem.

Interview and Interdisciplinary Issue Identification

Scenario
This assessment is the first of three related assessments in which you will gather interview information (Assessment 2); design a proposal for interdisciplinary problem-solving, (Assessment 3); and report on how an interdisciplinary improvement plan could be implemented in a place of practice (Assessment 4). At the end of the course, your interviewee will have a proposal plan based on the PDSA cycle that he or she could present to stakeholders to address an interdisciplinary problem in the workplace.

For this assessment, you will need to interview a health care professional such as a fellow learner, nursing colleague, administrator, business partner, or another appropriate person who could provide you with sufficient information regarding an organizational problem that he or she is experiencing or has experienced, or an area where they are seeking improvements. Consult the Interview Guide [DOCX]

Download Interview Guide [DOCX] for an outline of how to prepare and the types of information you will need to complete this project successfully.

Remember: this is just the first in a series of three assessments.

For this assessment, you will report on the information that you collected in your interview, analyzing the interview data and identifying a past or current issue that would benefit from an interdisciplinary approach. This could be an issue that has not been addressed by an interdisciplinary approach or one that could benefit from improvements related to the interdisciplinary approach currently being used. You will discuss the interview strategy that you used to collect information. Your interview strategy should be supported by citations from the literature.

Additionally, you will start laying the foundation for your Interdisciplinary Plan Proposal (Assessment 3) by researching potential change theories, leadership strategies, and collaboration approaches that could be relevant to issue you have identified. Please be certain to review the scoring guide to confirm specific required elements of this assessment. Note that there are differences between basic, proficient and distinguished scores.

When submitting your plan, use the Interview and Issue Identification Template [DOCX],

Download Interview and Issue Identification Template [DOCX], which will help you to stay organized and concise. As you complete the template, make sure you use APA format for in-text citations for the evidence and best practices that are informing your plan, as well as for the reference list at the end.

Additionally, be sure to address the following, which corresponds to the grading criteria in the scoring guide. Please study the scoring guide carefully so you understand what is needed for a distinguished score.

• Summarize an interview focused on past or current issues at a health care organization.
• Identify an issue from an interview for which an evidence-based interdisciplinary approach would be appropriate.
• Describe potential change theories and leadership strategies that could inform an interdisciplinary solution to an organizational issue.
• Describe collaboration approaches from the literature that could facilitate establishing or improving an interdisciplinary team to address an organizational issue.
• Communicate with writing that is clear, logically organized, and professional, with correct grammar and spelling, and using current APA style.