Essay NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

Interview Summary

I took an interview last week of a colleague nurse named Ms. Jennifer. She is a head nurse at Pediatric Department at National Hospital. She is the main representative for Nursing body at the hospital. There are many interdisciplinary issues that she handles at the hospital, one of them is the monthly EMR Down time identification.  

The IT team and practitioners asked her to schedule a time to take the EMR offline so that necessary software and hardware updates could be completed. The EMR is used to input orders, dispense medications, document patient care activities, produce lab and other diagnostic findings, do allergy and drug-drug interaction checks, and monitor fall, infection, and sepsis risks. When the EMR is “down” or “off-line,” none of these activities are available, requiring all nurses and other practitioners to rely on paper-based methods..

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

She helped the team by consulting with the IT board as well as other clinical and administrative stakeholders to select the optimum day and time for EMR maintenance. The company would need around four hours to complete the adjustments. All stakeholders were asked to help the IT team determine a down time date and time, develop a down time plan, identify resources to provide support prior to, during, and after the down time, provide down-time related education, and conduct post-down time interviews to identify areas for improvement.

They used the Plan-Do-Study-Act Cycle (PDSA Cycle) to solve this interdisciplinary issue at the organization. 

Around 2:00 a.m. on Wednesday, the IT team followed out the plan and “took the EMR down.” During this time, nurses and practitioners manually requested, documented, and monitored patient care actions using existing downtime protocols. Between 2:00 a.m. and 5:45 a.m., the IT team rebooted 57 servers, installed 17 software security updates, updated the operating system, and evaluated the modifications to verify there were no negative impacts on the EMR. Nurses and other practitioners may access the EMR at 5:55 a.m.

Issue Identification

The goal was to find a four-hour window during which the loss of access to the EMR would have the least impact on patient care activities. It’s a great chance to observe interprofessional teamwork in action while also learning how to identify multidisciplinary issues and fix them using the PDSA cycle.

Change Theories That Could Lead to an Interdisciplinary Solution

From planning through monitoring, Ronald Havelock (1973) extended Lewin’s model of change to incorporate six phases of change. Havelock argued that adapting Lewin’s change model to include knowledge building, which focused on a systematic integration of theories rather than disjointed approaches, would respond more effectively to real-life situations in managing change in interdisciplinary issues (Estabrooks et al., 2006).

Essay NHS FPX 4010 Assessment 3 Interdisciplinary Plan Proposal JJ

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

Building a connection, diagnosing the problem, acquiring change resources, identifying a solution route, establishing and accepting change, and maintenance and separation are the six phases of Havelock’s model. This theory is the most applicable to the identified problem since it will assist the individual in question by utilizing the theory’s stages.. 

Leadership Strategies That Could Lead to an Interdisciplinary Solution

The leadership strategy that was used to develop interdisciplinary solution to the identified issue was patient-centered leadership strategy. The Leadership Qualities Framework (NHS Institute of Innovation and Improvement 2006) is used to illustrate the various qualities used by clinical leaders in examples of leadership in practice (Storey & Holti, 2013). 

Collaboration Approaches for Interdisciplinary Teams

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ

A team of health professionals from several fields, as well as the patient, are involved in an interdisciplinary approach. While the experience and individuality of individual members are valued, the most effective teams share responsibilities and foster role interdependence. (Jessup, 2007). •Ensure that team members understand their shared duties and responsibilities within the team structure and have clear goals.

• Assist with collaborative evaluation, diagnosis, and goal-setting.
• Recognize that personnel from various disciplines have knowledge and skills in common.
• Foster team cohesion and innovation by establishing common goals and encouraging team commitment.
• Encourage team members with less expertise to ask questions that may lead to new ideas and views.
•  Form multidisciplinary teams and have frequent team meetings to encourage greater overall effectiveness and creativity.

References

Estabrooks, C. A., Thompson, D. S., Lovely, J. J. E., & Hofmeyer, A. (2006). A guide to knowledge translation theory. Journal of Continuing Education in the Health Professions, 26(1), 25-36.

Jessup, R. L. (2007). Interdisciplinary versus multidisciplinary care teams: do we understand the difference?. Australian Health Review, 31(3).

Storey, J., & Holti, R. (2013). Towards a New Model of Leadership for the NHS.

Udod, S., & Wagner, J. (2018). Common change theories and application to different nursing situations. Leadership and Influencing Change in Nursing.

NHS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification JJ