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Interdisciplinary Plan Proposal
Write a brief introduction (2 to 3 sentences) to your proposal that outlines the issue you are attempting to solve, the part of the organization in which the plan would be carried out, and the desired outcome. This will set the stage for the sections below.
Objective
Describe what your plan will do and what you hope it will accomplish in one or two succinct sentences. Also, comment on how the objective, if achieved, will improve organizational or patient outcomes. For example:
Test a double-loop feedback model for evaluating new product risk with a small group of project managers with the goal of reducing the number of new products that fail to launch. This objective is aligned to the broader organizational goal of becoming more efficient taking products to market and, if successful, should improve outcomes by reducing waste.
Questions and Predictions
For this section ask yourself 3 to 5 questions about your objective and your overall plan. Make a prediction for each question by answering the question you posed. This helps you to define the important aspects of your plan as well as limit the scope and check its ability to be implemented.
For example:
1. How much time will using a double-loop feedback model add to a project manager’s workload?
a. At first, it will likely increase their workloads by 5 to 10 percent. However, as the process is refined and project managers become more familiar and efficient, that percentage will decrease.
Change Theories and Leadership Strategies
For this section, you may wish to draw upon the research you did regarding change theories and leadership for the Interview and Interdisciplinary Issue Identification assessment. The focus of this section is how those best practices will create buy-in for the project from an interdisciplinary team, improve their collaboration, and/or foster the team’s ability to implement the plan. Be sure that you are including at least one change theory and at least one leadership strategy in your explanation. Always remember to cite your sources; direct quotes require quotation marks and a page or paragraph number to be included in the citation.
Another way to approach your explanations in this section is to think through the following:
· What is the theory or strategy?
· How will it likely help an interdisciplinary team to collaborate, implement, and/or buy in to the project plan?
· Make sure to frame this explanation within the organizational context of the proposed plan, that is, your interviewee’s organization.
Team Collaboration Strategy
In this section, begin by further defining the responsibilities and actions that represent the implementation of the plan. One strategy to defining this is to take a “ who, what, where, and when” approach for each team member.
For example:
· Project Manager A will apply the double-loop feedback model on one new product project for a single quarter.
· Project Manager B will apply the double-loop feedback model on all new product projects for a quarter.
Vice President A will review the workloads of project managers using the double-loop feedback model every Thursday for one quarter.
After you have roughly outlined the roles and responsibilities of team members, you will explain one or more collaborative approaches that will enable the team to work efficiently to achieve the plan’s objective. As with the change theories and leadership strategies, you may draw on the research you conducted for the Interview and Interdisciplinary Issue Identification assessment. However, you are being asked to give a more in-depth explanation of the collaboration approaches and look at how they will help the theoretical interdisciplinary team in your plan proposal.
Another way to approach your explanations in this section is to think through the following:
· What is the collaboration approach?
· What types of collaboration and teamwork will best help the interdisciplinary team be successful?
· How is the collaboration approach relevant to the team’s needs and will it help drive success?
· Make sure to frame this explanation in terms of the subject of the plan proposal; that is, your interviewee’s organization.
Required Organizational Resources
For this section, you will be making rough estimates of the resources needed for your plan proposal to be successful. This section does not have to be exact but the estimates should be realistic for the chosen organization.
Items you should include or address in this section:
· What are the staffing needs for your plan proposal?
· What equipment or supplies are needed for your plan proposal?
· Does the organization already have these?
· If so, what is the cost associated with using these resources?
· If not, what is the cost of acquiring these resources?
· What access (to patients, departments, and so forth) is needed?
· Are there any costs associated with these?
· What is the overall financial budget request for the plan proposal?
· Staff time, resource use, resource acquisition, and access charged?
· Remember to include a specific dollar amount in your request.
After you have detailed your budget, make sure that you explain any impacts on organizational resources that could happen if your plan is not undertaken and successful. In other words, if the issue you are try to solve through your plan proposal persists or gets worse, what will be the potential costs to the organization?
References
### Interdisciplinary Plan Proposal
**Introduction**
The goal of this proposal is to enhance the efficiency of patient discharge processes within the hospital’s Care Coordination Department. By implementing a streamlined, interdisciplinary approach to discharge planning, the plan aims to reduce the average discharge time and improve patient satisfaction. This initiative seeks to address inefficiencies in current discharge procedures and create a more cohesive team effort across various departments.
**Objective**
The objective of this plan is to test and implement a coordinated discharge planning model involving physicians, nurses, social workers, and case managers. This model aims to reduce average discharge time by 20% and improve patient satisfaction scores related to discharge processes. If successful, this objective will enhance operational efficiency and patient experience, aligning with the hospital’s broader goal of improving overall patient care and satisfaction.
**Questions and Predictions**
1. **What is the expected impact of the new discharge planning model on staff workload?**
*Prediction:* Initially, the new model may increase staff workload by 10-15% due to the additional coordination required. However, as the team becomes more accustomed to the new procedures, this impact is expected to decrease, leading to a more streamlined workflow.
2. **How will the interdisciplinary team manage potential conflicts in discharge planning priorities?**
*Prediction:* Conflicts may arise regarding prioritization of discharge tasks. Implementing regular team meetings and clear communication channels will help resolve these conflicts and ensure alignment of priorities.
3. **What training will be necessary for staff to adapt to the new discharge model?**
*Prediction:* Staff will require training on the new processes and tools for effective coordination. A comprehensive training program will be developed, including workshops and ongoing support, to facilitate smooth adoption.
4. **How will the success of the discharge planning model be measured?**
*Prediction:* Success will be measured using metrics such as discharge time reduction, patient satisfaction scores, and staff feedback. Regular evaluations will be conducted to track progress and make necessary adjustments.
5. **What are the potential risks if the new model does not achieve the desired outcomes?**
*Prediction:* If the model does not meet expectations, there may be continued inefficiencies in discharge processes and potential dissatisfaction among patients and staff. A contingency plan will be developed to address these issues and refine the approach.
**Change Theories and Leadership Strategies**
**Change Theory: Kotter’s 8-Step Change Model**
Kotter’s 8-Step Change Model will be applied to guide the implementation of the new discharge planning model. This model includes creating a sense of urgency, forming a guiding coalition, developing a vision, and communicating the vision effectively. These steps will help ensure that the interdisciplinary team understands the importance of the change and is motivated to collaborate.
**Leadership Strategy: Transformational Leadership**
Transformational leadership will be utilized to inspire and engage the team. Leaders will focus on creating a shared vision for the discharge process, fostering collaboration, and motivating team members to embrace the new model. By providing support and encouraging innovation, leaders will help drive the successful implementation of the plan.
**Team Collaboration Strategy**
**Responsibilities and Actions:**
– **Nurse A** will lead the coordination of discharge planning for 50 patients over the next quarter, ensuring adherence to the new model.
– **Social Worker B** will handle patient and family education regarding discharge procedures and provide support for 30 cases during the same period.
– **Physician C** will review and approve discharge plans for 20 patients weekly, integrating feedback from other team members.
– **Case Manager D** will track and report on discharge times and patient satisfaction scores bi-weekly.
**Collaboration Approach:**
The team will employ a collaborative approach that includes regular interdisciplinary meetings and the use of a shared electronic health record system. These meetings will facilitate communication, address issues, and ensure that all team members are aligned with the new procedures. The shared system will provide real-time updates and streamline information sharing, improving coordination and efficiency.
**Required Organizational Resources**
**Staffing Needs:**
– **Additional Training Personnel:** Estimated cost for training sessions and materials: $5,000.
– **Interdisciplinary Team Members:** Time commitment for new model implementation, including meetings and coordination, estimated at 10 hours per week per member.
**Equipment and Supplies:**
– **Electronic Health Record System Upgrades:** Estimated cost for system modifications: $15,000.
– **Training Materials and Tools:** Estimated cost: $2,000.
**Access Needs:**
– **Patient Records and Coordination Tools:** Access to existing systems and databases required. Costs are associated with system updates and integration.
**Budget Request:**
– **Total Budget Request:** $22,000.
**Impact on Organizational Resources:**
If the proposed plan is not undertaken, the hospital may continue to experience inefficiencies in discharge processes, leading to prolonged discharge times and lower patient satisfaction. This could result in increased operational costs, decreased patient throughput, and potential negative impacts on the hospital’s reputation and patient care quality.
**References**
– Kotter, J. P. (1996). *Leading Change*. Harvard Business Review Press.
– Bass, B. M., & Riggio, R. E. (2006). *Transformational Leadership*. Lawrence Erlbaum Associates.
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This outline provides a structured approach to developing your interdisciplinary plan proposal, addressing each required section and ensuring a comprehensive and practical plan for improving discharge processes.
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