Feb 23, 2024 HCR 210 Week 4 Assignment Interview Data (Appendix B)
HCR 210 Week 4 Assignment Interview Data (Appendix B) Recent
HCR 210 Week 4 Assignment Interview Data (Appendix B)
Assignment: Interviews
Your instructor will post a roster in the Main forum that assigns students in groups of up to four for this assignment. Follow the instructions below carefully because the interview data must be inserted cumulatively, meaning that information will be misplaced if you are not careful to use the correct post. To receive full credit, follow directions carefully.
• Resources: Appendix B; Interview Data Thread Roster and Interview Data Threads posted by your instructor
• Locate the Interview Data Thread Roster to find the Interview Data Thread in which you are assigned for this assignment, in the Main forum. Your Interview Data Thread contains a chart with the same interview questions you investigated in Appendix B.
• Open the most recent post in your assigned thread by checking the day and time. This is extremely important because:
o If your classmates have already entered their interview data and you select the instructor’s original post, then you will not see what your threadmates have posted.
o If you are unable to post all of your data at one sitting and decide to return to finish later, using the most recent post in the thread ensures that your and everyone else’s data are preserved each time the chart is accessed.
A Sample Answer For the Assignment: HCR 210 Week 4 Assignment Interview Data (Appendix B)
Health care organizations have individuals and teams with diverse skills, values, and perceptions toward everyday work. Maximizing their potential is critical to high patient outcomes and ensuring everyone contributes positively to organizational growth. As a result, health professionals are encouraged to embrace interdisciplinary collaboration to be more productive and learn from each other (Bendowska & Baum, 2023).
Like other aspects of care, the interdisciplinary approach encounters numerous issues that vary across team members, leaders, and departments. Therefore, the purpose of this paper is to summarize an interdisciplinary issue from an interview with a nurse leader and evaluate effective leadership and collaboration approaches for optimizing the productivity of interdisciplinary teams.
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Interview Summary
The interview revolved around organizational issues where teamwork is critical but inhibited by leadership, ineffective work approaches, policies, and other factors. The nurse leader in my current practice site perceives the organization as a safe place for patient care, although better outcomes can be achieved through progressive, and systematic changes. The leader’s primary duties include overseeing departmental procedures and ensuring employees follow the designed work protocols.
Concerning relevant issues within the organization, the nurse leader highlighted a lack of nursing professionals’ inclusion in technology design as a priority area that requires a sustainable solution. In most instances, the design role is preserved for the information technology (IT) department. It is an issue experienced when implementing telehealth and updating electronic health records systems, among other technology-driven practices. Other past issues are a lack of orientation for new nurses and team diversity problems.
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These issues have far-reaching effects in the workplace. The nurse leader mentioned a lack of team cohesion and collaboration as a typical impact, further hampering leaders’ ability to direct, monitor, and influence teams. Regarding attempts to solve these issues, the nurse leader identified occasional training as a critical intervention to address nurses’ skills gap to better respond to workplace issues. However, such training is reactive, and proactive measures are vital to cultivating and sustaining an interprofessional collaboration culture. About collaboration-related culture, the facility’s leaders encourage teamwork and support technologies that allow different practitioners to work together toward a common goal.
Issue Identification
Interdisciplinary nursing is a foundation of coordinated care and improved patient outcomes. From the interview, the main issue where an evidence-based interdisciplinary approach is appropriate is a lack of nurses’ inclusion in technology design. In this case, nurses are perceived as end users whose skills are limited to technology implementation as guided by the management and the IT department.
As Dykes and Chu (2021) noted, nurses should be involved in health technology design, which is a critical step in the lifecycle of technological innovation. Reserving the design role to the IT department could have profound implications on the usability, adaptation, and efficiency of health IT.
Nurses’ participation in systems design ensures that health technologies have the essential features of a particular work environment. Doing so ensures that health technologies meet patients’ and clinicians’ needs. As Dykes and Chu (2021) further mentioned, nurses’ extensive expertise is critical to identifying solutions to workflow and usability issues. Therefore, their role as interdisciplinary team members is crucial for the full implementation and safe use of health technologies.
The other reason for an interdisciplinary approach is the better use of individual skills in health projects. As Bendowska and Baum (2023) pointed out, an interdisciplinary approach is crucial for better use of team members’ expertise and promoting a sense of individual responsibility. Accordingly, it enables diverse teams to cooperate to achieve a common objective, which ensures patients receive holistic care.
Change Theories That Could Lead to an Interdisciplinary Solution
Lewin’s change theory would help to develop an interdisciplinary solution by helping the organization embrace and sustain a new work approach. Lewin demonstrates organizational change as a phased process involving unfreezing, changing (moving), and refreezing phases (Burnes, 2020). Unfreezing is primarily about raising awareness about an existing problem and the need for change. In this scenario, the problem is a lack of nurses in technology design. Changing involves integrating the desired change, while refreezing reinforces new behaviors (Burnes, 2020).
Changing would be achieved by ensuring that nurses are involved in technology design and work alongside leaders, IT staff, and other employees to implement tech-driven solutions in the organization. This new approach can be sustained by regular training of diverse teams, team-building exercises, and workforce retention programs to prevent the loss of skills. The article by Burnes (2020) is a credible source for explaining the change theory since it is peer-reviewed and currently published. On relevance, it explores change from a nursing perspective and incorporates multiple evidence sources to support findings.
Leadership Strategies That Could Lead to an Interdisciplinary Solution
A lack of inclusion in problem-solving could be addressed by leadership that fosters collaboration. An appropriate strategy to achieve this goal is relation-oriented leadership, whose primary goal is coordination and assigning work to followers (Poels et al., 2020). In nursing, relation-oriented leadership supports, motivates, and promotes the growth of team members and their relationships.
This strategy would foster the inclusion of nurses in technology design since it fosters healthy relationships among team members and encourages teamwork. The article by Poels et al. (2020) is relevant and credible since it compares the effectiveness of various leadership styles and their outcomes in nursing. It is also scholarly, reports findings of cross-sectional analysis, and integrates supporting evidence from multiple sources.
Collaboration Approaches for Interdisciplinary Teams
Collaboration allows interdisciplinary teams to work as a unit with a common purpose. One of the most effective approaches for improving collaboration is reducing power imbalances among individuals. As Okpala (2021) suggested, power imbalances can be prevented by clear delineation of roles and assigning leadership duties on merit. The other practical approach is open communication.
Rawlinson et al. (2021) underlined the importance of open communication in interprofessional collaboration for promoting inclusive decision-making, coordination, and a sense of belongingness. It allows team members to feel a part of a larger team, which increases their interest in the overall team goal. These sources are relevant since they explore facilitators and barriers to interdisciplinary collaboration in health care. They are credible sources since they are qualitative (Rawlinson et al., 2021) and quantitative (Okpala, 2021) studies of the application and significance of interprofessional collaboration in health practice.
Conclusion
Interdisciplinary collaboration influences positive outcomes in health care, such as high teamwork, shared problem-solving, and creativity. As organizations continue inventing ways of optimizing patient outcomes, issues that inhibit interdisciplinary collaboration should be addressed. As observed in the interview summary, the main issue that the nurse leader noted is the lack of nurses’ inclusion in technology design. Addressing this concern should be a priority since nurses’ involvement in technology design affects their perception and usage of health technologies while collaborating with other staff for improved patient outcomes.
References
Bendowska, A., & Baum, E. (2023). The Significance of cooperation in interdisciplinary health care teams as perceived by Polish medical students. International Journal of Environmental Research and Public Health, 20(2), 954. https://doi.org/10.3390/ijerph20020954
Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32-59. https://doi.org/10.1177/0021886319892685
Dykes, S., & Chu, C. H. (2021). Now more than ever, nurses need to be involved in technology design: Lessons from the COVID‐19 pandemic. Journal of Clinical Nursing, 30(7-8), e25. https://doi.org/10.1111/jocn.15581
Okpala, P. (2021). Addressing power dynamics in interprofessional health care teams. International Journal of Healthcare Management, 14(4), 1326-1332. https://doi.org/10.1080/20479700.2020.1758894
Poels, J., Verschueren, M., Milisen, K., & Vlaeyen, E. (2020). Leadership styles and leadership outcomes in nursing homes: a cross-sectional analysis. BMC Health Services Research, 20(1), 1-10. https://doi.org/10.1186/s12913-020-05854-7
Rawlinson, C., Carron, T., Cohidon, C., Arditi, C., Hong, Q. N., Pluye, P., Peytremann-Bridevaux, I., & Gilles, I. (2021). An overview of reviews on interprofessional collaboration in primary care: Barriers and facilitators. International Journal of Integrated Care, 21(2), 32. https://doi.org/10.5334/ijic.5589
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