For this assessment, you will create an 8-12 slide PowerPoint presentation for one or more stakeholder or leadership groups to generate interest and buy-in for the p
KA assessment 4 4010
For this assessment, you will create an 8-12 slide PowerPoint presentation for one or more stakeholder or leadership groups to generate interest and buy-in for the plan proposal you developed for the third assessment.
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Introduction
As a current or future nurse leader, you may be called upon to present to stakeholders and leadership about projects that you have been involved in or wish to implement. The ability to communicate a plan—and potential implications of not pursuing such a plan—to stakeholders effectively can be critically important in creating awareness and buy-in, as well as building your personal and professional brand in your organization. It is equally important that you know how to create compelling presentations for others' delivery and ensure that they convey the same content you would deliver if you were the presenter.
You are encouraged to complete the Evidence-Based Practice: Basics and Guidelines activity before you develop the presentation. This activity consists of six questions that will create the opportunity to check your understanding of the fundamentals of evidence-based practice as well as ways to identify EBP in practice. The information gained from completing this formative will help promote success in the Stakeholder Presentation and demonstrate courseroom engagement—it requires just a few minutes of your time and is not graded.
Demonstration of Proficiency
- Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
- Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
Professional Context
This assessment will provide you with an opportunity to sharpen your ability to create a professional presentation to stakeholders. In this presentation, you will explain the Plan-Do-Study-Act cycle and how it can be used to introduce the plan (P), implement the plan (D), study the effectiveness of the plan (S), and act on what is learned (A) to drive continuous improvement. By using this cycle, the stakeholders will have a tool and a proposal to expand on these ideas to drive workplace change and create improved processes to solve an interprofessional collaboration problem.
Scenario
In addition to summarizing the key points of Assessments 2 and 3, you will provide stakeholders and/or leadership with an overview of project specifics as well as how success would be evaluated—you will essentially be presenting a discussion of the Plan, Do, and Study parts of the PDSA cycle. Again, you will not be expected to execute the project, so you will not have any results to study. However, by carefully examining the ways in which your plan could be carried out and evaluated, you will get some of the experience of the thinking required for PDSA.
When creating your PowerPoint for this assessment, it is important to keep in mind the target audience: your interviewee's organizational leadership. The overall goal of this assessment is to create a presentation that your interviewee could potentially give in his or her organization.
Instructions
Please follow the Capella Guidelines for Effective PowerPoint Presentations [PPTX]. If you need technical information on using PowerPoint, refer to Capella University Library: PowerPoint Presentations.
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.
- Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
- Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
- Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
- Propose evidence-based criteria that could be used to evaluate the degree to which the project was successful in achieving the improvement goal.
- Communicate the PowerPoint presentation of the interdisciplinary improvement plan to stakeholders in a professional manner, with writing that is clear, logically organized, and respectful with correct grammar and spelling using current APA style.
There are various ways to structure your presentation; following is one example:
- Part 1: Organizational or Patient Issue.
- What is the issue that you are trying to solve or improve?
- Why should the audience care about solving it?
- Part 2: Relevance of an Interdisciplinary Team Approach.
- Why is using an interdisciplinary team relevant, or the best approach, to addressing the issue?
- How will it help to achieve improved outcomes or reach a goal?
- Part 3: Interdisciplinary Plan Summary.
- What is the objective?
- How likely is it to work?
- What will the interdisciplinary team do?
- Part 4: Implementation and Resource Management.
- How could the plan be implemented to ensure effective use of resources?
- How could the plan be managed to ensure that resources were not wasted?
- How does the plan justify the resource expenditure?
- Part 5: Evaluation.
- What would a successful outcome of the project look like?
- What are the criteria that could be used to measure that success?
- How could this be used to show the degree of success?
Again, keep in mind that your audience for this presentation is a specific group (or groups) at your interviewee's organization and tailor your language and messaging accordingly. Remember, also, that another person will ultimately be giving the presentation. Include thorough speaker’s notes that flesh out the bullet points on each slide.
Additional Requirements
- Number of slides: Plan on using one or two slides for each part of your presentation as needed, so the content of your presentation will be 8–12 slides in length. Remember that slides should contain concise talking points, and you will use presenter's notes to go into detail. Be sure to include a reference slide as the last slide of your presentation.
- 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 five years old.
- APA formatting: Make sure that in-text citations on your slides and in your notes pages and reference slide reflect current APA Style and Format.
Portfolio Prompt: Remember to save the final assessment to your ePortfolio so that you may refer to it as you complete the final Capstone course.
Competencies Measured
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
- Competency 1: Explain strategies for managing human and financial resources to promote organizational health.
- Explain how the interdisciplinary plan could be implemented and how the human and financial resources would be managed.
- Competency 2: Explain how interdisciplinary collaboration can be used to achieve desired patient and systems outcomes.
- Explain an organizational or patient issue for which a collaborative interdisciplinary team approach would help achieve a specific improvement goal.
- Competency 3: Describe ways to incorporate evidence-based practice within an interdisciplinary team.
- Summarize an evidence-based interdisciplinary plan to address an organizational or patient issue.
- Propose evidence-based criteria to evaluate the degree to which the project was successful in achieving the improvement goal.
- Competency 5: Apply professional, scholarly, evidence-based communication strategies to impact patient, interdisciplinary team, and systems outcomes.
- Slides are easy to read and error free. Detailed speaker notes are provided.
- Organize content with clear purpose /goals and with relevant and evidence-based sources (published within 5 years) with an APA formatted reference list with few errors.
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Title
Student’s name
Instructor
Course
Date
KE 4010 ASSESSMENT 2
Interview Summary
Healthcare remains among the most important national sectors, which are significantly affected by modern and complex health-associated matters (Institute for Healthcare Improvement. (n.d.). It is necessary not to forget that this domain should provide professional researchers with enough evidence-based data aimed at ensuring that there is a continuous improvement of care quality and patients’ safety. Interviews are one of the most powerful resources that employees turn to while investigating different healthcare issues. During this project, I had the privilege to meet and interview Mrs. Jackson who is in charge of Good Health Centre in Austin. She has been working at these facilities for the past fifteen years and notes that her tenure as a nurse manager was filled with success with just a few challenges. Good Health Center offers pain relief, which is based on quality healthcare that emphasizes patient safety. This is an institution that does home deliveries and provides inpatient and outpatient care.
As the nurse manager, Mrs Jackson has a variety of roles. She is in charge of human and financial resources, which should give maximal work to the organization where she works and results corresponding to its vision, mission statement and defined objectives. She also involves other stakeholders in designing nurse training and career development courses that are tailored towards progressively providing evidence-based knowledge on tackling complex health problems. During the day-to-day operations of the facility, she also offers the patients’ care and supervises a staff comprising of different nurses with various health offers. This also makes her a vital part of issues to do with management as well as decisions on budgeting.
Mrs Jackson stressed out a number of challenges experienced by Good Health Center. One challenge she offered is that there needs to be more staff, which has brought up plenty of care. The lack of the necessary amount of nurses has prevented qualitative nursing care, exposing patients to elevated risk (Drennan, & Ross, 2019). She stated that, in addition, it was a big problem for the high rate of nurse turnover because they were stressed in their work and they worked under pressure caused by a lack of staff. Besides this, she also claimed that budgetary allocation towards nurses increasing nurses' salaries, provisions of beneficial incentives for nurses and a favorable working environment had been addressed to curb the challenge of shortage of nurses.
Issue Identification
One of the challenges that the care center faces is a limited number of staff, and several cases of medication errors have emerged in the facility (Drennan & Ross, 2019). Consequently, the number of nurses has depleted, resulting in nursing burnout and stress, which is one of the contributing factors to the high medication errors at the Good Health Centre (Drennan & Ross, 2019). Moreover, she emphasized that the nurse shortage's major consequences are nurse burnout and stress due to overburdened nursing jobs (uncontrollable patient/nurse ratio). This means that an interdisciplinary approach best serves the solution herein. An interdisciplinary approach that incorporates different ways of addressing risk factors associated with a medication error.
Change Theories That Could Lead to an Interdisciplinary Solution
This theory can be a significant tool for successful change management, particularly in its application. The change model encompasses eight main change processes that are used for dealing with nurse shortages and medication errors.
Leadership Strategies
One of the effective practices in change management and interdisciplinary solutions is transformational leadership. Enabling this strategy helps in changing the behaviors of different interdisciplinary team members (Usman, 2020). Such is the leadership strategy that motivates the employees towards accomplishing the goals set for them. Transformation leads are meant to assist every individual in a multi-interdepartmental group, creating a unified cooperation between the entire organizations as a unit (Usman, 2020). It facilitates trust and loyalty among its team players and drives them towards organizational aspirations.
Collaboration Approaches for Interdisciplinary Teams
In addition, some collaboration strategies that could be considered include creating a social interaction platform for care teams, which would provide reliable information that would enable interdisciplinary teams to exchange relevant evidence-based data on how they can manage drug misuse and the shortage of nurses (Moirano et al., 2020). Secondly, there will be effective communication and timely feedback on urgent issues, which will enhance joint efforts in interdisciplinary groups. Updating the interdisciplinary teams with current healthcare concerns will aid in the collaborative functioning of the interdisciplinary teams.
Conclusion
In summary, one of the long-term projects in addressing human error-induced medication errors may be the adoption of quality EHRs for patient documentation and purchasing RFID technologies to aid nurses and other carers in medicine dispensing errors. Thirdly, the lack of sufficient staff makes it possible that through the adoption and implementation of barcode technology, medical errors caused by failure to offer sufficient care may be avoided.
References
Drennan, V. M., & Ross, F. (2019). Global nurse shortages: the facts, the impact and action for change. British medical bulletin, 130(1), 25-37
Institute for Healthcare Improvement. (n.d.). How to improve. http://www.ihi.org/resources/Pages/HowtoImprove/default.aspx
Moirano, R., Sánchez, M. A., & Štěpánek, L. (2020). Creative interdisciplinary collaboration: A systematic literature review. Thinking Skills and Creativity, 35, 100626.
Usman, M. (2020). Transformational leadership and organizational change: In the context of today’s leader. International Business Education Journal, 13(1), 95-107.
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Interdisciplinary Plan Proposal
Student Name
Institution
Interdisciplinary Plan Proposal
Introduction
Organizational Resources and Budget
Ensuring the success of the proposed interdisciplinary plan hinges on the effective identification and allocation of organizational resources. At the core of this strategic endeavor is the meticulous management of a financial budget, recognized as a key component vital for attaining the desired outcomes (Bendowska & Baum, 2023). The multifaceted nature of the plan necessitates funding for diverse elements, including comprehensive training programs, the implementation of cutting-edge technologies, and purposeful team-building activities (Bendowska & Baum, 2023). Failure to take proactive measures and allocate resources may lead to persistent inefficiencies within the organization, causing a ripple effect characterized by diminished employee morale and the potential for adverse impacts on patient care quality. By addressing these considerations within the organizational resources and budget framework, the proposal ensures a holistic and sustainable approach to realizing its objectives.
Interdisciplinary Collaboration
Objective and Predictions
The crux of the interdisciplinary plan lies in its objective to elevate communication and collaboration among healthcare professionals, thereby fostering improvements in both patient outcomes and organizational efficiency. The overarching goal is to curtail medical errors, enhance patient satisfaction, and elevate employee engagement (Bendowska & Baum, 2023). These predictions form a comprehensive vision for the positive transformations anticipated through the successful implementation of the plan, reflecting a commitment to holistic healthcare improvement.
Collaboration Needed
Effective collaboration necessitates the involvement and coordination of diverse healthcare professionals, including nurses, physicians, pharmacists, and administrative staff. According to Mulvale et al. (2016), the plan underscores the significance of shared decision-making, mutual respect, and regular communication as cornerstones of successful interdisciplinary collaboration. To operationalize these principles, the proposal advocates for the establishment of regular interdisciplinary team meetings. These meetings will provide a structured platform for professionals to collaboratively review complex cases, discuss prevalent challenges, and collectively celebrate successful outcomes. Through these deliberate steps, the plan aims to create a collaborative environment that maximizes the synergistic potential of the interdisciplinary team and ensures the sustained success of the proposed interventions.
Change Management and Leadership Strategies
Change Theory
The plan will be guided by the Kotter's Eight-Step Change Model. This theory emphasizes creating a sense of urgency, building a guiding coalition, and fostering a culture of continuous improvement. By involving key stakeholders and addressing the urgency of change, the interdisciplinary team will be more likely to embrace and implement the proposed improvements (Bendowska & Baum, 2023).
Leadership Strategy
Transformational leadership will be employed to inspire and motivate team members. This leadership style encourages innovation, fosters a shared vision, and promotes a culture of collaboration. Evidence suggests that transformational leadership positively influences team performance and patient outcomes (Bendowska & Baum, 2023).
Professional, Scholarly, Evidence-Based Communication
The plan proposal will be communicated using professional, scholarly, and evidence-based strategies. The content will be organized logically with clear transitions, minimizing errors in grammar, punctuation, word choice, and spelling. APA formatting will be meticulously applied to in-text citations and references, demonstrating a commitment to high academic standards.
Conclusion
This interdisciplinary plan proposal integrates best practices of collaboration, change theory, leadership strategies, and financial resource management. By addressing the identified organizational issue through a systematic and evidence-based approach, we aim to enhance patient care, improve team dynamics, and contribute to the overall success of the healthcare organization.
References
Bendowska, A., & Baum, E. (2023). The Significance of Cooperation in Interdisciplinary Health Care Teams as Perceived by Polish Medical Students. International journal of environmental research and public health, 20(2), 954. https:// doi.org/10.3390/ijerph20020954
Mulvale, G., Embrett, M., & Shaghayegh, D. R. (2016). 'Gearing up' to improve interprofessional collaboration in primary care: A systematic review and conceptual framework. BMC Family Practice, 17.
Walton, V., Hogden, A., Long, J. C., Johnson, J. K., & Greenfield, D. (2019). How Do Interprofessional Healthcare Teams Perceive the Benefits and Challenges of Interdisciplinary Ward Rounds. Journal of multidisciplinary healthcare, 12, 1023–1032. https://doi.org/10.2147/JMDH.S226330
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