Page Plan Proposal For An Interprofessional Team Coll 902657

2-4 Page Plan Proposal for an Interprofessional Team Collaboration

For this assessment, you will create a 2-4 page plan proposal for an interprofessional team to collaborate and work toward driving improvements in the organizational issue you identified in the second assessment. Your plan should address the following key components:

• Describe an objective and predictions for an evidence-based interdisciplinary plan to improve patient or organizational outcomes.
• Explain a change theory and a leadership strategy, supported by relevant evidence, most likely to help the team succeed in collaborating and implementing the plan or creating buy-in.
• Explain the collaboration needed by the interdisciplinary team to enhance the likelihood of achieving the plan's objective, including best practices from the literature.
• Describe organizational resources, including a financial budget, needed for the plan to succeed and the potential impacts if no action is taken.
• Communicate the plan clearly, logically organized, and professionally, with correct grammar and APA format.

Paper For Above instruction

The healthcare industry continuously seeks to improve patient outcomes and organizational effectiveness, relying heavily on interdisciplinary collaboration. An effective interprofessional team can leverage diverse expertise to address complex issues within healthcare settings. This paper presents a comprehensive plan proposal aimed at enhancing organizational outcomes through strategic collaboration, evidence-based practices, change management theories, and leadership strategies, supported by an adequate resource allocation framework.

Interdisciplinary Objectives and Predictions

The primary objective of the proposed plan is to reduce hospital readmission rates for chronic disease patients, such as those with heart failure, within the organization. This objective aligns with evidence indicating that comprehensive, coordinated care strategies significantly lower readmission rates and improve patient quality of life (Fulton et al., 2017). The hypothesis is that implementing a multidisciplinary transitional care team, including nurses, physicians, social workers, and pharmacists, will lead to measurable reductions in readmissions over a six-month period. It is predicted that improved communication, patient education, and community resource linkage will contribute positively to this outcome.

Change Theory and Leadership Strategy

Applying Lewin’s Change Management Model offers a structured approach to implementing this initiative (Lewin, 1951). The model involves the phases of unfreezing, change, and refreezing, facilitating organizational readiness for change, implementing new practices, and cementing these practices into standard procedures. To support this, transformational leadership is essential. Transformational leaders inspire motivation, foster innovation, and promote staff engagement — critical elements for successful change (Bass & Avolio, 1994). Evidence suggests that transformational leadership positively influences team dynamics, staff commitment, and successful implementation of new initiatives (Cummings et al., 2018). Leaders acting as visionaries and providing support can foster a shared sense of purpose, essential for navigating change resistance.

Interdisciplinary Collaboration and Best Practices

Effective collaboration hinges on clear communication, mutual respect, and shared goals. The literature emphasizes the importance of structured interprofessional meetings, role clarity, and shared decision-making (Mulvale et al., 2016). Regular interdisciplinary huddles, utilizing standardized communication tools such as SBAR (Situation-Background-Assessment-Recommendation), ensure information consistency and team cohesion. Furthermore, adopting collaborative practice models like the Collaborative Care Model enhances integration and outcomes (Wilkinson et al., 2017). Building a culture of mutual trust and understanding is fundamental in reducing siloed working and promoting a coordinated approach towards common organizational goals.

Organizational Resources and Financial Planning

An essential component of the plan involves allocating financial resources to support the multidisciplinary team and related interventions. A preliminary budget includes staffing costs for additional team members, training expenses for communication tools, and resource materials for patient education. Estimated costs are approximately $150,000 annually, covering personnel, training, and materials. The plan emphasizes that failure to invest in coordinated care initiatives may lead to higher readmission rates, increased costs, and reputational damage due to poor patient outcomes (Kumar & Preetha, 2019). Conversely, investing in this intervention is projected to reduce readmission-related expenses by an estimated $200,000 annually, justifying the initial investment and supporting organizational financial health.

Conclusion

This proposal delineates a strategic, evidence-based plan centered on interdisciplinary collaboration aimed at reducing readmissions for chronic disease patients. Utilizing Lewin’s Change Model and transformational leadership fosters organizational readiness and staff engagement. The collaboration incorporates best practices, including structured communication and shared decision-making, supported by a well-defined resource plan. Implementing this plan promises improved patient outcomes, cost savings, and strengthened organizational resilience, aligning with healthcare’s overarching goals of quality and efficiency.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Cummings, G. G., Tate, K., Lee, S., Wong, C. A., Paananen, T., Micaroni, S. P., & Magenau, J. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 85, 19-60.
• Fulton, M. M., Howarter, A. J., & Farris, K. B. (2017). Transitions of care: From bedside to community. Nursing Clinics, 52(2), 267-277.
• Kumar, S., & Preetha, G. S. (2019). Health promotion: An effective tool for global health. Indian Journal of Community Medicine, 44(1), 7–12.
• Lewin, K. (1951). Field theory in social science. Harper & Row.
• Mulvale, G., Embrett, M., & Shaghayegh, D. R. (2016). 'Gearing up' to improve interprofessional collaboration in primary care: A systematic review and conceptual framework. BMC Family Practice, 17(1), 1-14.
• Wilkinson, J. M., Kennedy, M., & Nelson, B. (2017). The collaborative care model: Promoting team-based approaches to healthcare. Journal of Interprofessional Care, 31(3), 230-238.