How Can an Online Class Help Me in Communication?
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Capella University
NURS-FPX 4010 Leading in Intrprof Practice
Prof. Name
Date
This proposal addresses the communication breakdowns among healthcare teams at Riverbend Medical Center (RMC), specifically within the surgical unit. The plan seeks to enhance interdepartmental communication and collaboration, improving patient safety and care quality. The desired outcome is a more cohesive, efficient communication system that reduces errors and enhances teamwork.
The objective is to introduce a two-pronged solution – implement standardized communication protocols and integrate advanced communication technologies. While standard protocols will enhance information clarity and consistency, the technologies will streamline information exchange and reduce errors, ultimately improving patient safety and care quality (Sheehan et al., 2021). Achieving this objective will enhance team cohesion and patient care efficiency, improving patient outcomes and increasing staff satisfaction.
Answer: The initial implementation phase will take approximately three to six months, including training and setup. As teams become accustomed to the new protocols and technologies, the integration process will become smoother and more efficient.
Answer: Initially, staff may experience a learning curve, leading to temporary frustration and slower communication. However, these challenges will diminish within the first six months with comprehensive training and ongoing support.
Answer: New protocols and technologies can initially disrupt patient care. Nevertheless, standardized protocols and improved communication will significantly enhance patient safety, reduce errors, and improve overall care quality.
The literature presents several methods to determine the success of changes within the healthcare environment. Our proposal will use pre- and post-implementation assessments to measure communication effectiveness and error rate changes. Additionally, surveys and interviews with staff can gather qualitative feedback on their experiences and perceptions (Huebner & Zacher, 2021). Furthermore, we will monitor Key Performance Indicators (KPIs) such as patient outcomes, complication rates, and staff satisfaction scores. Lastly, regular audits of communication processes and technology usage will also provide insights into areas for improvement and ensure ongoing effectiveness (Al Rashidi et al., 2020).
The Plan-Do-Study-Act (PDSA) model is a change theory that can significantly assist an interdisciplinary team at RMC in collaborating and implementing the proposed communication improvement project. A study by Kay et al. (2022) presents the effectiveness of using the PDSA model in nursing homes to implement standardized communication protocols (SBAR). This approach helped improve communication barriers and increase staff perceptions of effective communication. This study has a real-world connection with RMC, where the team can use the PDSA cycles to test new communication protocols and technologies. Firstly, the team will plan the implementation, followed by small-scale pilot studies. Then, we will gather data on the interventions’ effectiveness. Finally, adjustments will be made according to the results. This approach fosters collaboration by encouraging team members to actively participate in the improvement process, share their insights and expertise, and collectively analyze the results to inform subsequent actions.
A transformational leadership strategy can significantly assist an interdisciplinary team at RMC in collaborating and implementing the proposed project. Transformational leaders inspire and motivate team members by articulating a compelling vision for change, fostering collaboration, and empowering staff to contribute their expertise. For example, Jankelová and Joniaková (2021) underscore the importance of transformational leadership by nurse managers to inspire team members using role-modeling to augment collaboration and communication among nursing staff. This study offers a real-world example of RMC leadership to implement transformational leadership to communicate and demonstrate a vision of improved patient safety and care quality through enhanced communication. These leaders within RMC can support and provide resources to facilitate collaboration, such as dedicated training sessions and access to advanced communication technologies (Jankelová & Joniaková, 2021). By empowering frontline staff to take ownership of the project and fostering a culture of innovation and collaboration, transformational leadership can encourage buy-in and commitment to the project plan within RMC’s organizational context.
The interdisciplinary team members for this project include surgeons, nurses, IT specialists, and Quality Improvement (QI) personnel. Surgeons will oversee the implementation of standardized communication protocols and advanced technologies within the surgical unit and associated departments, ensuring consistent oversight from initial planning to ongoing monitoring. Nurses will provide frontline insights and assist in training and education, ensuring adherence to the new protocols across preoperative and postoperative care areas during all shifts. While IT Specialists will be responsible for setting up and maintaining communication technologies, providing technical support, and training staff on the new systems within the surgical unit, the QI team will collect and analyze data on communication effectiveness, facilitate feedback sessions, and adjust protocols as needed throughout the surgical unit. This structured approach ensures that each team member plays a critical role in successfully implementing and monitoring the project plan.
The TeamSTEPPS framework is an effective collaboration approach enabling the interdisciplinary team to work efficiently towards achieving the plan’s objective. TeamSTEPPS provides structured tools and strategies for enhancing communication, leadership, situation monitoring, and mutual support. For RMC, the approach is particularly relevant as it addresses the specific need for improved communication in the surgical unit’s high-stress environment. According to the literature, this framework fosters teamwork and boosts staff’s perceptions of effective communication (Hassan et al., 2024). The collaboration approach involves practical exercises, huddles, debriefings, cross-training, and real-time feedback, which helps build trust and understanding among team members. TeamSTEPPS will drive success in enhancing patient safety and care quality at RMC, ensuring that the team’s efforts are coordinated and effective.
Several resources are necessary to implement the communication improvement plan at RMC successfully. Staffing needs include dedicated time surgeons, nurses, IT team, and QI team, which translates to approximately 10 hours per week per individual over the first six months, equating to around $60,000 in staff time costs. Equipment and supplies include advanced communication technologies such as secure messaging systems, video conferencing tools, and mobile devices, with an estimated cost of $50,000. While RMC has some of these technologies (computers and video conferencing tools), upgrading and integrating them will incur expenses. Training materials and sessions will require an additional $10,000. Access to various departments and patient data is essential for effective implementation and monitoring, with no direct cost but necessitating proper scheduling and coordination. The overall financial budget request for the plan proposal is approximately $120,000, covering staff time, resource acquisition, and training.
If the communication breakdowns at RMC persist due to the plan not being undertaken, the organization could face several negative impacts on its resources. Inefficiencies in communication can lead to medical errors and heightened healthcare costs (Street et al., 2020). This can significantly strain the hospital’s financial resources. Patient dissatisfaction due to poor communication can result in lower patient retention and a damaged reputation, potentially reducing patient intake and revenue. Additionally, inefficient communication can lead to workload, increasing staff turnover due to job dissatisfaction. These outcomes can further increase recruitment and training expenses (Street et al., 2020). The failure to address communication issues can result in substantial financial losses and deteriorate the quality of patient care, underscoring the importance of implementing the proposed plan.
Al Rashidi, B., Al Wahaibi, A. H., Mahomed, O., Al Afifi, Z., & Al Awaidy, S. (2020). Assessment of key performance indicators of the primary health care in Oman: A cross-sectional observational study. Journal of Primary Care & Community Health, 11, 215013272094695. https://doi.org/10.1177/2150132720946953
Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of TeamSTEPPS on teamwork perceptions and patient safety culture among newly graduated nurses. BMC nursing, 23(1), 170. https://doi.org/10.1186/s12912-024-01850-y
Huebner, L.-A., & Zacher, H. (2021). Following up on employee surveys: A conceptual framework and systematic review. Frontiers in Psychology, 12(12). Frontiersin. https://doi.org/10.3389/fpsyg.2021.801073
Kay, S., Unroe, K. T., Lieb, K. M., Kaehr, E. W., Blackburn, J., Stump, T. E., Evans, R., Klepfer, S., & Carnahan, J. L. (2022). Improving communication in nursing homes using Plan-Do-Study-Act cycles of an SBAR training program. Journal of Applied Gerontology: The Official Journal of the Southern Gerontological Society, 42(2), 7334648221131469. https://doi.org/10.1177/07334648221131469
Sheehan, J., Laver, K., Bhopti, A., Rahja, M., Usherwood, T., Clemson, L., & Lannin, N. A. (2021). Methods and effectiveness of communication between hospital allied health and primary care practitioners: A systematic narrative review. Journal of Multidisciplinary Healthcare, 14(14), 493–511. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7910528/
Street, R. L., Petrocelli, J. V., Amroze, A., Bergelt, C., Murphy, M., Wieting, J. M., & Mazor, K. M. (2020). How communication “failed” or “saved the day”: Counterfactual accounts of medical errors. Journal of Patient Experience, 7(6), 1247–1254. https://doi.org/10.1177/2374373520925270
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