I talked to a registered nurse who has worked in Novant Health Matthews Medical Center Emergency Room for ten years. I operate within the same hospital’s cardiovascular telematics unit and have seen the Nurse for a while now. In the emergency department, he was responsible for triaging patients, giving urgent care, completing assessments, and managing hospitalized patients. Multiple questions about patent protection arose throughout the discussion, so we decided to call in specialists from various sections. Infections, rehospitalization, and decubitus were among the problems seen by healthcare workers in the previous five months. Interdisciplinary teamwork is regular practice at this hospital. Care providers frequently work together to solve issues that are important to them. The respondent admitted to previously positive collaboration with other healthcare staff members within the organization.
Identifying the Issue
During the conversation, decubitus, sometimes known as pressure ulcers, was mentioned as a patient medical safety risk. A multidisciplinary approach is essential at Novant Health for risk assessment, management, and treatment of pressure ulcers in inpatients. Medical, ICU, orthopedic, and surgical departments have an alarming prevalence of pressure ulcers. Since individuals have different backgrounds, expertise, and talents, multidisciplinary cooperation would be ideal for addressing the problem (Higgins & Dyschkant, 2014). Nursing professionals, physiotherapists, doctors, nutritionists, laboratory technicians, and support workers should work together to develop appropriate pressure sore therapy.
Change Concepts That Could Lead to an Integrated Solution
Transition advocates depend on change conceptual frameworks to make necessary modifications to their facility. Transition concepts provide a clear definition and demonstration of how the envisioned development should occur. Kurt Lewin’s three-phase change paradigm, unfreezing-change-refreeze, provides an ideal foundation for interdepartmental healthcare collaboration to adopt a pressure ulcer prevention strategy. The group’s measures when transitioning are explained in Hussain, Lei, Akram, Haider, Hussain, & Ali’s (2018) article. This paper addresses the decubitus problem and passes the authenticity check, which takes into account currency, the timeliness of the details, and relevance, the significance of the knowledge for your requirements. It also focuses on authority, the origin of the data, precision, trustworthiness, factuality, the accuracy of the material, and purpose, the rationale for the data’s existence.
Leadership Strategies That Could Lead to an Interdisciplinary Solution
The management strategies employed have an impact on the efficacy of interdisciplinary partnerships in partnering. A management approach is analogous to a road map that strives to connect an institution’s assets with the goals and objectives that it intends to attain. A laissez-faire leadership style would be the most viable method for reaching an interdisciplinary solution. Practitioners like not to be pressed and prefer to handle pleasantly. Administrators must define and articulate their vision, generate employee enthusiasm, communicate clearly, assign and teach, and spend time on lifelong learning. Dyess, Sherman, Pratt & Chiang-Hanisko, (2016)’s paper discusses many managerial practices and how they might be used to boost organizational productivity. This paper is a good and reliable source because it provides a variety of perspectives on how today’s healthcare management influences the practice context. Prominent authors published the article within five years.
Methodologies for Interdisciplinary Team Collaboration
Interdisciplinary collaborations can exchange and evaluate data in the hopes of improving clinical results by collaborating. All healthcare practitioners must participate in developing and achieving collective objectives as members of an interdisciplinary team. In this circumstance, networking and alliance formation would be the most viable collaboration option. Care providers from other divisions will form coalitions to persuade others to adopt the new method. Unions are helpful because they allow care teams to focus their efforts and resources on a particular issue that requires collaboration. In my opinion, the study by Reeves, Pelone, Harrison, Goldman & Zwarenstein (2017) on varied cooperation models for interdisciplinary teams is the most appropriate for multidisciplinary teams. The article is noteworthy since it demonstrates a variety of ways that teams can collaborate and be published by reputable publishers.
Dyess, S., Sherman, R., Pratt, B., & Chiang-Hanisko, L. (2016). Growing nurse leaders: Their perspectives on Nursing Leadership and today’s practice environment. OJIN: The Online Journal of Issues in Nursing, 21(1).
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123–127.
Reeves, S., Pelone, F., Harrison, R., Goldman, J., & Zwarenstein, M. (2017). Interprofessional collaboration to improve professional practice and healthcare outcomes. Cochrane Database of Systematic Reviews, 2018(8). Web.
Wang, H.-H., Charoenmuang, M., Knobloch, N. A., & Tormoehlen, R. L. (2020). Defining interdisciplinary collaboration based on high school teachers’ beliefs and practices of stem integration using a complex designed system. International Journal of STEM Education, 7(1).