25 Aug 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.
For this assessment, use the context of the organization where you conducted your interview to develop a viable plan for an interdisciplinary team to address the issue you identified. Define a specific patient or organizational outcome or objective based on the information gathered in your interview.
The goal of this assessment is to clearly lay out the improvement objective for your planned interdisciplinary intervention of the issue you identified. Additionally, be sure to further build on the leadership, change, and collaboration research you completed in the previous assessment. Look for specific, real-world ways in which those strategies and best practices could be applied to encourage buy-in for the plan or facilitate the implementation of the plan for the best possible outcome.
make sure you apply APA format to in-text citations for the evidence and best practices that inform your plan, as well as the reference list at the end.
Additionally, be sure that your plan addresses 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.
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. Include best practices of interdisciplinary collaboration from the literature.
Explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if the improvements described in the plan are not made.
Communicate the interdisciplinary plan, with writing that is clear, logically organized, and professional, with correct grammar and spelling, using current APA style.
Length of submission: Use the provided template. Remember that part of this assessment is to make the plan easy to understand and use, so it is critical that you are clear and concise. Most submissions will be 2–4 pages in length. Be sure to include a reference page at the end of the plan.
Number of references: Cite a minimum of 3 sources of scholarly or professional evidence that support your central ideas. Resources should be no more than 5 years old.
APA formatting: Make sure that in-text citations and reference list follow current APA style.
I attached a template to go by and the other file is the issue we need the improvement plan for
thank you.
Requirements:
Interdisciplinary Plan Proposal
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. This will set the stage for the sections below.
Objective
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. For example:
Test a double-loop feedback model for evaluating new product risk with a small group of project managers with the goal of reducing the number of new products that fail to launch. This objective is aligned to the broader organizational goal of becoming more efficient taking products to market and, if successful, should improve outcomes by reducing waste.
Questions and Predictions
For this section ask yourself 3 to 5 questions about your objective and your overall plan. Make a prediction for each question by answering the question you posed. This helps you to define the important aspects of your plan as well as limit the scope and check its ability to be implemented.
For example:
How much time will using a double-loop feedback model add to a project manager’s workload?
At first, it will likely increase their workloads by 5 to 10 percent. However, as the process is refined and project managers become more familiar and efficient, that percentage will decrease.
Change Theories and Leadership Strategies
For this section, you may wish to draw upon the research you did regarding change theories and leadership for the Interview and Interdisciplinary Issue Identification assessment. The focus of this section is how those best practices will create buy-in for the project from an interdisciplinary team, improve their collaboration, and/or foster the team’s ability to implement the plan. Be sure that you are including at least one change theory and at least one leadership strategy in your explanation. Always remember to cite your sources; direct quotes require quotation marks and a page or paragraph number to be included in the citation.
Another way to approach your explanations in this section is to think through the following:
What is the theory or strategy?
How will it likely help an interdisciplinary team to collaborate, implement, and/or buy in to the project plan?
Make sure to frame this explanation within the organizational context of the proposed plan, that is, your interviewee’s organization.
Team Collaboration Strategy
In this section, begin by further defining the responsibilities and actions that represent the implementation of the plan. One strategy to defining this is to take a “who, what, where, and when” approach for each team member.
For example:
Project Manager A will apply the double-loop feedback model on one new product project for a single quarter.
Project Manager B will apply the double-loop feedback model on all new product projects for a quarter.
Vice President A will review the workloads of project managers using the double-loop feedback model every Thursday for one quarter.
After you have roughly outlined the roles and responsibilities of team members, you will explain one or more collaborative approaches that will enable the team to work efficiently to achieve the plan’s objective. As with the change theories and leadership strategies, you may draw on the research you conducted for the Interview and Interdisciplinary Issue Identification assessment. However, you are being asked to give a more in-depth explanation of the collaboration approaches and look at how they will help the theoretical interdisciplinary team in your plan proposal.
Another way to approach your explanations in this section is to think through the following:
What is the collaboration approach?
What types of collaboration and teamwork will best help the interdisciplinary team be successful?
How is the collaboration approach relevant to the team’s needs and will it help drive success?
Make sure to frame this explanation in terms of the subject of the plan proposal; that is, your interviewee’s organization.
Required Organizational Resources
For this section, you will be making rough estimates of the resources needed for your plan proposal to be successful. This section does not have to be exact but the estimates should be realistic for the chosen organization.
Items you should include or address in this section:
What are the staffing needs for your plan proposal?
What equipment or supplies are needed for your plan proposal?
Does the organization already have these?
If so, what is the cost associated with using these resources?
If not, what is the cost of acquiring these resources?
What access (to patients, departments, and so forth) is needed?
Are there any costs associated with these?
What is the overall financial budget request for the plan proposal?
Staff time, resource use, resource acquisition, and access charged?
Remember to include a specific dollar amount in your request.
After you have detailed your budget, make sure that you explain any impacts on organizational resources that could happen if your plan is not undertaken and successful. In other words, if the issue you are try to solve through your plan proposal persists or gets worse, what will be the potential costs to the organization?
References
Interview and Interdisciplinary Issue Identification
Cristal Batista
NURS-FPX4010
Capella University
July 18, 2023
(I wish to have my previous grade applied to this assessment)
Interview Summary
In today’s rapidly advancing healthcare landscape, patient portals have emerged as valuable tools for enhancing communication between healthcare professionals and patients. However, there have been instances where patients exhibit a reluctance to communicate through portals and prefer traditional methods, such as calling. This report presents findings from an interview conducted with a healthcare professional to explore the reasons behind patients’ hesitancy to embrace digital communication channels and the potential consequences of this behavior. The interview aimed to shed light on the challenges faced by healthcare providers and strategies to encourage patients to utilize portals effectively. Fifteen out of 18 studies (83%) addressed an outcome related to portal use, including portal enrollment (aka activation, credentialing, or initiation), logins, timely use, clicks, persistent use, and use of features. (Journal of the American Medical Informatics Association, 2019) The interview was conducted with a healthcare professional, Dr. Jane Doe, who has extensive experience in primary care and has witnessed the transition from traditional communication to patient portals. The interview consisted of a series of open-ended questions designed to explore the underlying factors contributing to patients’ preference for calling over using digital portals. Dr. Doe’s responses were recorded and analyzed to identify common themes and insights. During the interview, Dr. Doe highlighted that some patients, particularly elderly individuals or those with limited digital literacy, struggle to navigate patient portals. The complexity of portal interfaces and the lack of user-friendly designs were cited as barriers to effective utilization. Furthermore, patients may encounter technical difficulties, such as forgotten passwords or compatibility issues, leading to frustration and discouragement. Many patients prefer calling because it offers immediate human interaction and a familiar communication method. They may feel more at ease speaking directly with a healthcare professional, as opposed to navigating an online platform. This preference can stem from generational differences, individual comfort levels with technology, or a desire for personalized care. Dr. Doe noted that patients’ concerns about data privacy and security are significant factors in their reluctance to adopt digital portals fully. Some patients worry that their personal health information could be compromised or accessed by unauthorized individuals. These concerns may arise from news reports of data breaches or a lack of awareness regarding the security measures implemented by healthcare organizations. Dr.Doe also believes it can be due to patients’ limited knowledge about the benefits and functionalities of patient portals emerged as a significant hurdle. Dr. Doe emphasized that healthcare providers must invest in patient education to bridge this gap. Many patients may not be aware of the convenience and time-saving aspects of portals, such as online appointment scheduling, prescription refill requests, or access to medical records. Dr.Doe mentioned that healthcare organizations should prioritize improving the user experience of patient portals. This can be achieved by adopting user-centric designs, conducting usability tests, and gathering patient feedback to ensure the portals are intuitive and accessible for all users, regardless of their technological proficiency.
Providers should proactively educate patients about the benefits and functionalities of patient portals through various channels, including in-person sessions, informational brochures, and targeted digital campaigns. Emphasizing the security measures in place and addressing confidentiality concerns can help build trust and encourage adoption. Dr. Doe believes it is crucial for healthcare organizations to continuously evaluate and enhance their patient portals based on user feedback and emerging technologies. Regularly updating and optimizing portal features can help address the evolving needs and preferences of patients, ultimately fostering greater engagement and satisfaction. Based on the general transfer of training literature (, the greatest impact may come from a bundled approach to team training interventions that embed effective teamwork within the organization (e.g., include structured tools, work process changes, and other interventions to support sustained improvements).
Change Theories That Could Lead to an Interdisciplinary Solution
Developing an interdisciplinary solution for patients using electronic health portals requires a careful blend of change theories and leadership strategies. Two potential change theories that can be applied are the Kotter’s 8-Step Change Model and Lewin’s Change Management Model.
These theories provide a structured approach to managing change effectively. Kotter’s 8-Step Change Model: This model emphasizes the importance of creating a sense of urgency, forming a guiding coalition, developing a vision and strategy, communicating the vision, empowering employees to act on the vision, generating short-term wins, consolidating improvements, and anchoring the changes in the organization’s culture. Leaders can utilize this model to emphasize the significance of adopting an interdisciplinary approach through electronic health portals and involve key stakeholders in the change process. Lewin’s Change Management Model: This model revolves around the concepts of unfreezing, changing, and refreezing. Leaders should first create awareness among healthcare professionals about the need for an interdisciplinary solution using electronic health portals (unfreezing). Next, they should introduce and implement the new solution (changing) while ensuring adequate training and support for all involved. Finally, leaders should reinforce the benefits and positive outcomes of the interdisciplinary solution to encourage its continued adoption (refreezing).
Leadership Strategies That Could Lead to an Interdisciplinary Solution
Leadership strategies play a crucial role in driving the successful implementation of interdisciplinary solutions for patients using electronic health portals: Visionary Leadership: Leaders need to articulate a clear and compelling vision of the benefits of an interdisciplinary approach using electronic health portals. This vision should inspire and motivate all stakeholders to support the change. Collaborative Approach: Fostering collaboration among various healthcare disciplines is essential for the successful integration of electronic health portals. Leaders should encourage open communication and teamwork to break down silos and encourage information sharing. A recent study states that Future work should incorporate implementation science approaches and directly address the key role of clinicians and staff in promoting portal use. ((Lyles CR;Nelson EC;Frampton S;Dykes PC;Cemballi AG;Sarkar U, 2020)
Change Advocacy: Leaders must actively promote the adoption of the interdisciplinary solution and advocate for its importance to both staff and patients. Addressing concerns and resistance through open dialogue is crucial in gaining acceptance. Training and Support: Adequate training and ongoing support are vital to ensure that all healthcare professionals can effectively use the electronic health portals in their practice. This helps in reducing the fear of the unknown and increases the chances of successful implementation. Performance Measurement: Implementing metrics and regularly assessing the impact of the interdisciplinary solution can help identify areas for improvement and provide valuable feedback for refinement. Flexibility and
Adaptability: Leaders should remain flexible and open to adjustments during the implementation process. Adapting to feedback and making necessary changes will aid in enhancing the solution’s effectiveness.
Collaboration Approaches for Interdisciplinary Teams
A collaboration approach that interdisciplinary teams can use to effectively implement patients using online health portals is the “Integrated Care Model.” The Integrated Care Model emphasizes seamless coordination and communication among various healthcare disciplines to provide comprehensive and patient-centered care. When applied to the implementation of online health portals, this approach ensures that all team members work together cohesively to leverage the technology for the benefit of patients.
By combining effective change theories and leadership strategies, healthcare organizations can pave the way for successful interdisciplinary solutions that harness the power of electronic health portals to improve patient outcomes and overall healthcare delivery. To conclude our interview Dr. Doe believes patient reluctance to communicate through portals and their preference for traditional methods like calling pose challenges to healthcare providers aiming to leverage digital platforms for improved patient care. The insights from this interview with Dr. Jane Doe underscore the importance of addressing technological barriers, trust and confidentiality concerns, and the need for patient education. By implementing recommendations such as enhancing usability, offering personalized support, and providing continuous improvement, healthcare organizations can overcome these challenges and encourage patients to embrace the benefits of patient portals, leading to improved communication, efficiency, and patient outcomes.
References
Lyles CR;Nelson EC;Frampton S;Dykes PC;Cemballi AG;Sarkar U; (n.d.). Using electronic health record portals to improve patient engagement: Research priorities and best practices. Annals of internal medicine.
Lisa V Grossman and others, Interventions to increase patient portal use in vulnerable populations: a systematic review, Journal of the American Medical Informatics Association,
Volume 26, Issue 8-9, August/September 2019, Pages 855–870,
Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018a). Teamwork in healthcare: Key discoveries enabling safer, highquality care. The American psychologist.
