Interview and Interdisciplinary Issue Identification
March 24, 2022
For this work, I interviewed Lady P., a Registered Nurse (RN) who has been in practice for forty years. She has gained a lot of knowledge in different settings of health care and specialties. She spent most of her years working in the Intensive Care Unit (ICU) and Trauma Unit Center (TUC). She has also worked in many other areas of health care, such as case management and utilization review department. Which is the area she has been working in the last ten years of her carrier. In this department, she evaluates clients’ needs for discharge. Which will help her determine the type of resources the client would need after release and ensures they are available to another role of utilization review to decrease the risk of readmission, which brought her to the utilization review role. Being a case manager and assuming the role of a utilization review, she likewise must determine the necessity of any medical procedures. It can as well recommend an alternative treatment or care. One of the challenges she has encountered in this last role of her profession is the issue of maintaining the staff-to-client ratio in each unit to maintain safety and quality care. This interview was successful as I followed the template guidelines and learned more about the case management and utilization review role.
One of the issues identified in the interview above was the staff shortage. The back-and-forth staff-to-client flow ratio has become the norm in the healthcare system because most healthcare settings hardly get enough staffing for each work shift. Lady P is one of the most experienced staff in her current department. As a result, she is also training new staff, especially the recent graduates. Still, it is discouraging that after all the rigorous process in training staff, they resign within a short while. Again, due to her long-term experience, she also assists other case managers with their assignments, mainly the new employees. Not too long ago in Lady P’s department, 50% of the full-time staff resigned within the past seven months. Knowing that they have just ten full-time staff in her department, this is a considerable challenge. This creates a significant impact on the clients’ discharge process, which in one way or the other affects the hospital in general. Because there was short case management staff, clients were not being seen when they were supposed to be seen. Especially some clients that might need an outpatient/home continuous care or medical supplies set up. When the length of hospital stay begins to upsurge, the rate of hospital-acquired diseases will increase, leading to a declining income and more expenses for the management, which is not suitable for an organization. According to Lady P, her general manager developed a plan to bring this crisis under control. This is a practical situation where an interdisciplinary approach comes into play. “Finding innovative ways to build teamwork is essential in an interdisciplinary environment where multiple constituencies — physicians, nurses, pharmacists, and business officers —have resounding voices” (Kreimer, 2019, p.20). A systematic interdisciplinary approach has been vital in bringing any crisis under control in any successful organization. In any healthcare system situation, teamwork has been their magic in solving any puzzle because they work together for the same purpose, safety, and client quality care.
Change Theories That Could Lead to an Interdisciplinary Solution
Change theories can be defined as “a framework of ideas, supported by evidence, that explains some aspect of change beyond a single project” (Reinholz, Andrews, 2020, p.12). It is crucial in outpointing both the short and long-term goals that may be necessary for the decision-making of the long-term goal change. One of the change theories I found interesting is Kurt Lewin’s change theory. I found this article in the Capella University Library database using the Summon search technique and is one of the most recent peer-reviewed articles. In this article, The unfreezing or relaxing stage will improve group performances for change. Due to high expectations of change, the leaders might be forced to drive the team to a more elevated location. With a proper approach from the leaders, adequate education, and effective communication, the leaders will be able to encourage and convince employees to accept most changes. In the movement stage, the transparency of the leaders indorses and improves employee participation in any process of change an organization might be undergoing. The final stage is the refreezing stage. This involves the period by which the implementation of the change needs solid and focused leadership to solidify the base with trust and transparency to inspire the group, to motivate them to be involved and work harder toward the change outcome, and cooperate with them to conquer any obstacle the change might bring. (Hussain et al., 2018, p. 123-127). This article is all about the team approach and how the leaders can make the change work among the group, but at the same time, it involves group members in the long run. Therefore, the three stages of change mentioned above lead to a more prosperous and achievable outcome. (Hussain et al., 2018, p. 123-127).
Leadership Strategies That Could Lead to an Interdisciplinary Solution
In the above situation, she desires a realistic leader eager to help the group. Their current leader frequently calls herself the ‘line leader,’ a leader willing to open the door and hold it open for everyone and ensure each group member succeeds. She inspires each member to formulate their thoughts and opinions. This took me back to transformational leadership. During my research for this work on the Capella University Library database, I came across one of the most recent peer-reviewed articles related to transformational leadership. This leadership style inspires the group to think critically concerning the trials the group may encounter. Case managers frequently face challenging encounters and need a cooperative approach from peers. Transformational leadership is boundless for these circumstances because “the creation of the organizational environment may be a better strategy to foster individuals’ creativity where followers may have to spend an enormous about of time and effort to increase their intellectual capacity, expertise and creative thinking skills” (Abdullah, Alarifi, & Mosbah, 2019, p. 1082-1099).
Collaboration Approaches for Interdisciplinary Teams
According to Lady P., in my interview with her, she states that her leader is making changes and cooperating with group members to determine the best approach forward. Presently the case managers and the social workers are used. Their jobs are comparable in many ways, but they still have some differences in some other ways. For example, the social worker and the case managers share the discharge planning responsibilities. Nevertheless, the aspect of utilization review can be done by the case manager only. Nurses take more responsibility to ensure the clients are adequately cared for. Some traveling case management nurses will be assigned only for utilization review during the crisis plan. This will motivate the home nurses to do the same for their clients and the clients of the social workers alike. The nurse case manager will have more time to perform a thorough assessment on more clients than usual. The travel case manager nurse and utilization review nurses will be used until staffing are back to normal, and the client’s examinations and care can be reassured. The collaborative approach drives this by utilizing the social workers, nurse case managers, and travel utilization review nurses to fill the under-staff gap. On the other hand, transformational leadership was being used by working together with the group to develop ideas on how to get the crisis under control. Each member has a unique voice that can impact the accomplishment of the teamwork.
Abdullah Al Harbi, Jaithen, Alarifi, S., & Mosbah, A. (2019). Transformation leadership and
creativity: Effects of employees psychological empowerment and intrinsic
motivation. Personnel Review, 48(5), 1082-1099. http://dx.doi.org/10.1108/PR-11-2017-0354
Hussain, S., Lei, S., Akram, T., Haider, M., Hussain, S., & 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.
Kreimer, S. (2019). Interdisciplinary Collaboration to Enhance Patient Care: Coordination of
care is more accessible when the healthcare providers are committed to working and growing as a team. Physician Leadership Journal, 6(5), 20-22
Reinholz, D. L., & Andrews, T. C. (2020). Change theory and theory of change: what’s the
difference anyway? International Journal of STEM Education, 7(1) http://dx.doi.org/ 10.1186/s40594-020-0202-3
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