Description
Assessment 4
Stakeholder Presentation
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.
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.
Unformatted Attachment Preview
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Interview and Interdisciplinary Issue Identification
Livia Gonzalez, RN
NURS-FPX4010 – Leading People, Processes, and Organizations in Interprofessional
Practice
Dr. Lisa Reents
December 7, 2023
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Interview Summary
Ms. Smith, a healthcare worker working as a nurse manager at a local mid-sized
community hospital, offered significant insights into the organization’s dynamics and issues
throughout the interview. The hospital, which is known for providing high-quality treatment, is
dealing with patient satisfaction and staff morale difficulties. Ms. Smith, as a nurse manager,
plays a critical role in ensuring the smooth operation of the medical-surgical unit. Her duties
include nursing staff supervision, as well as activities relating to staffing, scheduling, and the
rapid resolution of daily operational difficulties.
A major worry raised throughout the discussion is the organization’s persistently high
nurse turnover rate, which poses the combined difficulty of jeopardizing the continuity of
treatment while also contributing to lower patient satisfaction levels. Communication failures
between nursing and auxiliary personnel also emerged as a frequent problem, suggesting
systemic inefficiencies that must be addressed (Lee et al., 2019). In response to these problems,
the business has used traditional treatments like as retention incentives and the deployment of
short communication courses. Regrettably, these attempts have been ineffective in producing
significant advances, highlighting the complexity of the problems at hand.
The prevalent culture within the corporate setting is defined by a hierarchical structure,
which may exacerbate communication issues. While there is a readiness to change, navigating
entrenched systems becomes critical to ensuring the effective implementation of interventions
(Lee et al., 2019). Ms. Smith’s experience with multidisciplinary teams during quality
improvement initiatives demonstrated that such collaborative undertakings are fleeting. Despite
participation in multidisciplinary efforts regularly, continuous cooperation remains elusive,
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highlighting a fundamental gap in the organization’s approach to teamwork and collaborative
problem-solving.
Interview with Ms. Smith’s, in summary, highlight on various concerns inside the
healthcare organization, including nurse turnover, communication failures, and the necessity for
long-term multidisciplinary cooperation. The corporate culture, which is defined by hierarchy,
adds another degree of complication, demanding a sophisticated strategy to effect significant
change (Year 2106). The highlighted difficulties will serve as focus areas for the assessment’s
succeeding stages, leading to the creation of an evidence-based multidisciplinary solution based
on appropriate change theories, leadership tactics, and collaborative methods.
Issue Identification
The recognized problem needing an evidence-based multidisciplinary approach is the
common high nurse turnover rate, as well as the issues that come with it. This problem is
multifaceted, including complicated issues such as corporate culture, communication failures,
and employee happiness. Given the complicated interaction of these numerous aspects, an
interdisciplinary approach is required. Addressing excessive nurse turnover requires a
comprehensive approach that incorporates ideas from other disciplines, while also aligning
treatments with the deep interdependencies of organizational dynamics (Lee et al., 2019). This
multidisciplinary approach attempts to develop a comprehensive and sustainable solution to the
identified problem by integrating evidence-based methods while understanding the complicated
connection between organizational subtleties and workforce dynamics in healthcare settings.
Change Theories That Could Lead to an Interdisciplinary Solution:
Kotter’s 8-Step Model for Change provides a suitable framework to guide an
interdisciplinary response to high nurse turnover issues. This theoretical framework emphasizes
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the critical stages involved in organizational change implementation, starting with creating an
atmosphere of urgency that encourages stakeholders to recognize its significance. Following that,
the model advocates for forming a guiding coalition, an organized multidisciplinary team capable
of successfully driving transformation processes (Lee et al., 2019). Focusing on cultivating an
environment of continual improvement to address healthcare environments’ fluid nature.
Incorporating Kotter’s methodology as part of this multidisciplinary approach may increase
commitment and cooperation among stakeholders and alleviate nurse turnover concerns more
efficiently.
Leadership Strategies That Could Lead to an Interdisciplinary Solution:
Transformational Leadership is an effective approach to creating an interdisciplinary
solution to nurse turnover issues. Ms. Smith can use this leadership paradigm, known for
inspiring and driving individuals toward reaching their fullest potential, as an ideal guide.
Transformational leadership can play a pivotal role in healthcare settings by creating an optimal
working environment, improving employee morale, and supporting staff members.
Transformational leaders prioritize building strong interpersonal ties, encouraging teamwork
among their workgroup members, and communicating a collective corporate vision (Year, 2016).
Transformational Leadership’s central elements are especially applicable to nurse turnover issues
as they address staff engagement, cohesive cooperation, and the creation of an organizational
vision that fits together seamlessly with organizational objectives. So, as part of an
interdisciplinary solution to address pervasive nurse turnover issues, Transformational
Leadership seeks to foster an atmosphere in the workplace marked by inspiration, collaboration
and shared commitment to professional growth and organizational success.
Collaboration Approaches for Interdisciplinary Teams:
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The TeamSTEPPS (Team Strategies and Tools to Enhance Performance and Patient
Safety) strategy is advised for optimizing cooperation within multidisciplinary teams.
TeamSTEPPS is an evidence-based collaboration approach that has been methodically designed
to improve communication and teamwork competence among healthcare workers (Year, 2016).
This approach is consistent with the critical need for improved cooperation in healthcare settings,
especially when it comes to overcoming communication gaps between nursing and auxiliary
personnel. TeamSTEPPS offers a systematic framework for improving situational awareness,
mutual support, and communication effectiveness—all of which are necessary for cultivating a
collaborative culture.
Through the use of TeamSTEPPS, the organization may systematically improve
communication dynamics and collaboration abilities, therefore establishing the collaborative
foundation required to handle the highlighted difficulties. TeamSTEPPS’s evidence-based
character instills trust in its success, providing a methodical and established process for
improving communication breakdowns (Lee et al., 2019). As a result, incorporating
TeamSTEPPS into the interdisciplinary solution aligns with best healthcare practices,
contributing to the development of a collaborative environment that is essential for addressing
the complexities associated with high nurse turnover and communication challenges within the
organization.
Finally, addressing the problem of nurse turnover demands a complete multidisciplinary
strategy that incorporates change theories, leadership techniques, and cooperation approaches.
Implementing Kotter’s 8-Step Model creates a defined roadmap for organizational change by
instilling a sense of urgency, forming a coalition, and driving continuous improvement.
Concurrently, Transformational Leadership fosters a pleasant work environment by encouraging
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cooperation and aligning employees with a common goal. In addition, implementing
TeamSTEPPS improves communication skills, which are critical for bridging cooperation
barriers. The company may strategically improve nurse retention by elevating patient care quality
and reinforcing organizational resilience to multifarious problems by combining these evidencebased techniques.
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References
Lee, J., Cho, J., Baek, Y., Pillai, R., & Oh, S. H. (2019). Does ethical leadership predict follower
outcomes above and beyond the full-range leadership model and authentic leadership?
An organizational commitment perspective. Asia Pacific Journal of Management, 36(3),
821–847. https://doi.org/10.1007/s10490-018-9596-6
Sheninger, E. (2019). Digital leadership: Changing paradigms for changing times. Corwin
Press.
Year, F. (2016). Agency for healthcare research and quality.
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Interdisciplinary Nurse Turnover Plan
Livia Gonzalez, RN
NURS-FPX4010 – Leading People, Processes, and Organizations in Interprofessional
Practice
Dr. Lisa Reents
December 13, 2023
2
Introduction
This interdisciplinary plan proposal tackles a key organizational issue, specifically the
ongoing issue of high nurse turnover rates at a local mid-sized community hospital. This issue
has a broad impact, resulting in lower levels of patient satisfaction and a negative impact on staff
morale. The plan seeks to solve this difficult problem via the use of evidence-based
methodologies and the implementation of a comprehensive interdisciplinary strategy. By
merging concepts from several disciplines, the approach attempts to develop sustainable
solutions that have a positive influence on organizational performance. This interdisciplinary
plan proposal highlights the need of building a strategy and evidence-based framework to
address complex problems in healthcare administration and improve overall organizational
efficiency.
Objective
The major purpose of this technique is to successfully lower the medical-surgical unit’s
persistently high nurse turnover rates while also enhancing communication and collaboration.
The ultimate objective is to raise patient satisfaction and staff morale significantly (Lee et al.,
2019). The possibility of achieving this particular aim shows promise for generating a more
stable nursing workforce and, as a result, creating an environment that supports better quality
patient care. This proposal focuses on the intricate interplay between organizational dynamics,
strategic interventions, and their impact on critical healthcare aspects. It underlines the need for
evidence-based healthcare management systems.
Questions and Predictions
An important concern at the heart of the multidisciplinary approach is how the use of
collaborative methods across disciplines will affect nursing staff workload over time.
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Preliminary estimations indicate that the workload may rise by 5% to 10%. This is due to the
transition phase, during which people will need to adapt and get used to new practices. This
forecast is consistent with the reality that implementing new procedures may need a temporary
rise in the demand for personnel (Lee et al., 2019). However, forecasts reveal that if procedural
details are addressed and operational difficulties are controlled, efficiency will grow. As a result,
it is envisaged that excess work will be reduced, emphasizing the adaptable nature of
organizational flexibility when combining interdisciplinary collaborative techniques.
Change Theories and Leadership Strategies
Within the context of change theories, the proposed method highlights the use of Kotter’s
8-Step Model for Change as a comprehensive framework to handle the difficult problem of high
nurse turnover. Kotter’s methodology is a systematic approach that starts with the critical step of
creating a sense of urgency, which develops a common recognition of the need for organizational
transformation. In terms of nurse turnover, this entails acquiring a thorough grasp of the
repercussions associated with present turnover rates (Sheninger, 2019). Creating a guiding
coalition is an important strategy that entails forming a cohesive and diversified team to lead
revolutionary endeavors. This collaboration is critical in organizing collaborative efforts to
effectively address nurse turnover. Besides, developing a culture of continuous improvement,
which is the last step in Kotter’s framework, is seen as critical. The emphasis on continuous
improvement is consistent with the ever-changing nature of healthcare environments, which
necessitates a consistent commitment to refining processes and retaining positive changes
throughout time.
By change theory, the plan combines Transformational Leadership as a strategic tool for
efficiently managing the difficulties of organizational transformation. Transformational
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leadership is important in building an ideal work environment because of its capacity to
encourage and help individuals. Through visionary directing, this leadership method tries to
connect individuals behind a common company goal, generating a shared sense of purpose and
devotion (Year, 2016). The transformational leader prioritizes building strong interpersonal
relationships, encouraging cooperation, and successfully communicating a common corporate
goal. These elements are critical in addressing the underlying causes of nurse turnover. The
rigorous selection and inclusion of specific change theories and leadership methods within the
context demonstrate the sophisticated decision-making required in evidence-based healthcare
management. This makes an important contribution to debates on organizational dynamics and
leadership in healthcare settings.
Team Collaboration Strategy
The suggested multidisciplinary plan’s demarcation of roles and duties demonstrates a
systematic allocation of work aiming at comprehensive intervention to reduce nurse turnover.
Project Manager A is tasked with implementing multidisciplinary cooperation techniques in a
single unit for a quarter to assess the localized effectiveness of these tactics (Mulvale et al.,
2016). In parallel, Project Manager B takes on a bigger role, executing the suggested initiatives
throughout the whole hospital within the same timeline. This hierarchical assignment indicates a
tiered strategy that begins with localized testing and then scales the proven approaches to a larger
organizational setting. At the same time, Vice President A’s duty entails a weekly systematic
evaluation of progress throughout the quarter, demonstrating a strong framework for continual
supervision and adaptive management.
The evidence-based TeamSTEPPS (Team Strategies and Tools to Enhance Performance
and Patient Safety) framework is used in this plan’s cooperation strategy. TeamSTEPPS is used
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strategically to improve communication and teamwork competency among healthcare personnel,
therefore closing communication gaps and promoting a collaborative culture. This strategy
resonates with the complex dynamics of healthcare environments, recognizing the need for
efficient communication and cooperation in tackling the complexity of nurse turnover.
TeamSTEPPS helps significantly to the formation of a collaborative culture, which is crucial for
the success of multidisciplinary treatments, by systematically boosting situational awareness,
mutual support, and communication effectiveness (Mulvale et al., 2016). The consistency
inherent in the proposed strategy is supported by this strategic consolidation of roles,
responsibilities, and the use of evidence-based cooperation methodologies. It demonstrates a
rigorous alignment of duties with organizational goals, which is based on theoretical frameworks
and best practices in healthcare administration. This distinction adds to the scholarly debate on
multidisciplinary cooperation and its critical role in resolving workforce concerns within
healthcare organizations.
Required Organizational Resources
1.
Staffing Needs: Additional personnel for training and implementation.
2.
Equipment/Supplies: Communication tools, training materials.
3.
Existing Resources: Assess the availability and cost of existing resources.
4.
Access: Ensure access to necessary departments and personnel.
5.
Financial Budget Request: Estimate the budget required for staffing, training, and
resource acquisition.
The failure to implement the proposed plan may precipitate adverse consequences,
including escalated recruitment expenses due to persistent high nurse turnover. This scenario is
anticipated to result in decreased patient satisfaction levels and a compromise in the overall
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quality of patient care, underscoring the critical link between strategic interventions and
organizational outcomes in healthcare management.
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References
Sheninger, E. (2019). Digital leadership: Changing paradigms for changing times. Corwin
Press.
Year, F. (2016). Agency for healthcare research and quality.
Lee, J., Cho, J., Baek, Y., Pillai, R., & Oh, S. H. (2019). Does ethical leadership predict follower
outcomes above and beyond the full-range leadership model and authentic leadership?:
An organizational commitment perspective. Asia Pacific Journal of Management, 36(3),
821–847. https://doi.org/10.1007/s10490-018-9596-6
Mulvale, G., Embrett, M., & Razavi, S. D. (2016). “Gearing Up” to improve interprofessional
collaboration in primary care: a systematic review and conceptual framework. BMC
Family Practice, 17(1). https://doi.org/10.1186/s12875-016-0492-1
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