Describe An Objective And Predictions For Evidence-Based

Describe An Objective and Predictions for an Evidence-Based

Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes. Explain a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan. Explain the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective, including best practices of interdisciplinary collaboration from the literature. Provide real-world examples relevant to the health care organization that is the context for the plan. Explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. Communicate the interdisciplinary plan with writing that is clear, logically organized, and professional, with correct grammar and spelling, using current APA style. Write a brief introduction (2 to 3 sentences) to your proposal that outlines the issue you are attempting to solve, the part of the organization in which the plan would be carried out, and the desired outcome. Describe what your plan will do and what you hope it will accomplish in one or two succinct sentences. Also, comment on how the objective, if achieved, will improve organizational or patient outcomes. Formulate 3 to 5 questions about your objective and overall plan, and make predictions to define key aspects and feasibility. Include at least one change theory and one leadership strategy to foster buy-in and collaboration, citing relevant evidence. Define responsibilities and actions of each team member using a “who, what, where, when” approach, and explain collaborative approaches that will help the team successfully implement the plan. Estimate organizational resources needed, such as staffing, equipment, supplies, access, and budget, providing realistic figures and discussing potential costs if the plan is not implemented.

Paper For Above instruction

Improving patient and organizational outcomes within healthcare settings requires strategic, evidence-based planning that leverages interdisciplinary collaboration, change management strategies, and resource optimization. This paper outlines a comprehensive plan aimed at reducing hospital readmission rates for patients with chronic illnesses—an issue that significantly impacts both patient well-being and organizational efficiency. The goal is to develop an interdisciplinary approach that includes healthcare providers, social workers, case managers, and administrative staff working collaboratively to implement targeted interventions that improve post-discharge outcomes and reduce readmission rates.

The primary objective of this plan is to establish an integrated, evidence-based follow-up program within the hospital setting that actively engages patients post-discharge through personalized care plans, telehealth check-ins, and community resources. The anticipated outcome is a measurable reduction in 30-day readmission rates, improved patient satisfaction, and enhanced continuity of care. Achieving this objective aligns with the broader organizational goal to improve quality metrics and patient safety, thereby reducing costs associated with readmissions and improving organizational reputation.

In formulating this plan, several key questions are posed: 1. How much will implementing an interdisciplinary follow-up program cost in terms of staff time and resources? Initially, costs may increase due to staffing and technology needs, but long-term savings are expected through reduced readmissions. 2. What barriers might the team face in implementing this plan, and how can they be addressed? Potential barriers include patient non-compliance and technical challenges, which can be mitigated through staff training and patient education. 3. How will success be measured? Success will be evaluated through readmission rates, patient satisfaction surveys, and care continuity metrics. 4. How can leadership foster buy-in among staff? Leadership strategies such as transformational leadership and shared governance will be used to motivate staff and create ownership of the initiative. 5. What collaborations are essential for success? Interdisciplinary collaboration between clinicians, social workers, and community agencies is critical to address patient needs holistically.

To support these efforts, a change theory such as Lewin’s Change Management Model will be employed, emphasizing unfreezing current practices, implementing the new interventions, and refreezing to embed changes. This model guides the transition process, ensuring team readiness and sustained change. Additionally, a transformational leadership approach will be employed to inspire and motivate team members, fostering a shared vision and commitment. Evidence suggests that transformational leaders positively influence team engagement and innovation, critical components for successful implementation (Bass & Riggio, 2006).

Effective collaboration strategies include establishing clear roles and responsibilities—such as a designated project coordinator overseeing follow-up activities, and team members assigned to specific interventions—ensuring accountability. Regular interdisciplinary meetings, facilitated through structured communication platforms, are vital for sharing progress, addressing obstacles, and maintaining alignment with goals. Best practices from the literature highlight the importance of shared goals, mutual respect, and open communication, all of which enhance team cohesion and project success (O’Neill et al., 2019).

Organizational resources are a crucial component of the plan’s success. Staffing needs include hiring or reallocating case managers and telehealth technicians, estimated at an additional $150,000 annually. Equipment such as tablets or smartphones for virtual check-ins, and software platforms for scheduling and documentation, are required, with an initial investment of approximately $50,000. Existing hospital infrastructure may suffice for some technological needs, reducing new costs. Access to patients must be facilitated via existing hospital discharge protocols and community partnerships, with minimal additional costs. The overall budget request is approximately $200,000 for initial setup and staff training.

If the plan is not implemented, the organization risks continued high readmission rates, leading to financial penalties, reduced patient satisfaction, and diminished reputation. The incremental costs of readmissions—estimated at $15,000 per case—highlight the financial imperative to adopt preventive strategies. Conversely, successful implementation can lead to a significant reduction in readmissions, saving the organization an estimated $1 million annually, improving clinical outcomes and organizational performance.

In conclusion, this evidence-based interdisciplinary plan combines strategic change management, collaborative teamwork, and resource optimization to address a significant healthcare challenge. Through clear objectives, informed predictions, and leveraging leadership and collaboration strategies grounded in literature, the plan aims to foster sustainable improvements in patient outcomes and organizational efficiency.

References

  • Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
  • O’Neill, T. A., Salas, E., & Bell, B. S. (2019). The science of team effectiveness: Progress and future directions. Journal of Organizational Behavior, 40(8), 1019-1028. https://doi.org/10.1002/job.2348
  • Greenhalgh, T., Robert, G., Macfarlane, F., Bate, P., & Kyriakidou, O. (2004). Diffusion of innovations in service organizations: Systematic review and recommendations. Milbank Quarterly, 82(4), 581-629. https://doi.org/10.1111/j.0887-378X.2004.00325.x
  • Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
  • Minas, I., & Andrijasevic, M. (2021). Implementing evidence-based practices in health care: Strategies and barriers. Journal of Health Management, 23(2), 123-132.
  • Martin, G. P., et al. (2019). Implementing change in healthcare: A systematic review. BMC Health Services Research, 19, 403. https://doi.org/10.1186/s12913-019-4234-8
  • Hoffmann, T. C., et al. (2014). Better reporting of interventions: Template for intervention description and replication (TIDieR) checklist and guide. BMJ, 348, g1687.
  • Shen, Y., et al. (2017). Multidisciplinary collaboration in healthcare: Challenges and solutions. Healthcare Management Review, 42(4), 306-315.
  • Patterson, M., et al. (2013). Interprofessional collaboration in healthcare: An overview. Journal of Interprofessional Care, 27(2), 103-105.
  • Wensing, M., et al. (2019). Implementation strategies in healthcare: A systematic review. Implementation Science, 14, 84. https://doi.org/10.1186/s13012-019-0924-5

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