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NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Student Name

Capella University

NURS-FPX 4010 Leading in Intrprof Practice

Prof. Name:


Interview Summary

The interview with Isabella Doe, a Senior Nurse Practitioner at City General Hospital, offered significant insights into the operational challenges faced by the hospital. With over a decade of experience in patient care and coordination, Isabella is pivotal in managing the nursing team and liaising between various healthcare departments. During the interview, strategic open-ended questions were employed to encourage Isabella to provide detailed responses on her experiences and perspectives, focusing on the challenges in patient care, teamwork, and interdepartmental communication.

Isabella underscored significant challenges in managing patient care, primarily due to ineffective communication and collaboration between different departments. She highlighted instances where lack of coordination led to delays in treatment and inconsistencies in care delivery, emphasizing the need for an integrated approach to patient care that promotes seamless collaboration among nurses, doctors, administrative staff, and other healthcare professionals.

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Despite City General Hospital’s efforts to address these issues through various communication protocols and interdisciplinary meetings, Isabella noted that these measures were only partially effective. She attributed this partial success to inconsistent participation and engagement across departments. The organizational culture at City General Hospital, described as traditionally compartmentalized, further exacerbates the challenge of fostering a collaborative mindset across diverse teams. Isabella’s experience with interdisciplinary teams in her current and previous roles revealed successes and challenges.

While she recalled successful collaboration in patient case conferences and joint healthcare initiatives, she also acknowledged the difficulties arising from varying communication styles and priorities among professionals from different disciplines. The primary issue identified from this interview, which will be the focus of subsequent assessments, is enhancing interdisciplinary communication and collaboration at City General Hospital. This issue is pivotal for improving patient care and operational efficiency. The insights gained from Isabella Doe provide a valuable realworld context for applying change theories leadership strategies and collaborative approaches to address the identified challenges within the organization

Issue Identification

From the interview with Isabella Doe a Senior Nurse Practitioner at City General Hospital, a significant issue was identified: the lack of effective interdisciplinary communication and collaboration in patient care management This problem has manifested in several operational challenges, including delays in patient treatment and inconsistencies in care delivery The interdisciplinary approach is appropriate here for several reasons Firstly patient care is inherently multidisciplinary requiring inputs from various healthcare professionals Effective communication and collaboration among these professionals are vital for comprehensive and efficient patient care Secondly an interdisciplinary approach can foster a more cohesive and integrated healthcare environment crucial for the hospitals operational efficiency and patient satisfaction

Change Theory That Could Lead to an Interdisciplinary Solution

The Plan-Do-Study-Act (PDSA) cycle stands out as a pertinent change theory for addressing the interdisciplinary communication challenges at City General Hospital This cycle well-suited for healthcare environments operates through a systematic four-phase process In the ‘Plan’ phase specific areas for improvement in interdisciplinary communication are identified and strategies for enhancement are developed This phase is crucial for setting clear achievable goals Following this the ‘Do’ phase involves implementing these strategies on a smaller scale allowing for initial testing and observation This step is vital for understanding the proposed changes practical aspects and initial impact (Pan et al., 2022)

In the ‘Study’ phase the outcomes of these implementations are analyzed their effectiveness assessed and areas needing further improvement identified This analysis is critical for gathering data-driven insights Finally the ‘Act’ phase uses these insights to refine and expand the strategies potentially implementing them on a broader scale across the hospital This final step ensures that the changes are practical but also sustainable and adaptable to the hospitals dynamic environment (Baernholdt et al., 2019)

The applicability and effectiveness of the PDSA cycle in enhancing interdisciplinary communication in healthcare settings are welldocumented in scholarly literature Studies such as those by Pan et al (2022) and Baernholdt et al. (2019) provide empirical support for the cycles utility in healthcare settings These studies recognized for their academic rigor highlight the PDSA cycles effectiveness in improving healthcare processes and outcomes including communication and teamwork This evidence underscores the relevance and credibility of the PDSA cycle as a change theory for City General Hospital offering a structured and evidence-based approach to improving interdisciplinary communication and collaboration

Leadership Strategy That Could Lead to an Interdisciplinary Solution

Implementing effective leadership strategies is crucial in addressing the challenges of interdisciplinary communication and collaboration at City General Hospital. One such strategy, distributed leadership, contrasts with traditional hierarchical models by dispersing leadership responsibilities among various organization members (O’Shea, 2021). This approach is particularly beneficial in complex healthcare settings like City General Hospital, as it promotes a shared sense of ownership, empowers staff at all levels, and enhances decision-making and problem-solving through diverse input. Distributed leadership can significantly aid in creating an interdisciplinary solution at City General Hospital.

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Allowing various professionals to assume leadership roles ensures the inclusion of a broad range of perspectives in decision-making, thus enriching patient care strategies and improving the overall quality of healthcare delivery. This approach encourages active participation from all team members, leading to more effective and efficient problem-solving, as a wide array informs solutions of expertise and experiences (Quek et al., 2021).

The relevance and effectiveness of distributed leadership in fostering interdisciplinary collaboration in healthcare settings are supported by academic research A study by O’Shea (2021) discusses the positive impact of distributed leadership in settings requiring collaborative decisionmaking and problem-solving Although their study is based in educational contexts the principles can be extrapolated to healthcare environments Additionally Quek et al. (2021) provide empirical evidence of the effectiveness of distributed leadership in improving organizational dynamics and outcomes particularly in complex and dynamic environments like hospitals These studies demonstrate the benefits of this leadership style in settings that necessitate coordination and collaboration among diverse professionals making it a relevant and credible strategy for addressing the challenges at City General Hospital

Collaboration Approach for Interdisciplinary Teams

Implementing a teambased collaborative care model is crucial to effectively address the ineffective interdisciplinary communication and collaboration issue at City General Hospital as highlighted by Senior Nurse Practitioner Isabella Doe This model fosters the formation of interdisciplinary teams where each member contributes their unique expertise towards a common objective generally centered on patient care (Mitchell et al., 2019) In this framework, clear communication channels are established, roles and responsibilities are welldefined and regular team meetings are held to collaboratively discuss patient care, exchange insights and resolve problemsImplementing such a model at City General Hospital could improve interdisciplinary communication and collaboration effectiveness

It would involve setting explicit communication guidelines, organizing regular interdisciplinary meetings and cultivating a culture of shared responsibility and mutual respect For pre-existing teams this model introduces structured processes and platforms to enhance collaboration efficiency thus bridging the current gaps in communication and coordination (Van Houtven et al., 2019)

The applicability and efficacy of the team-based collaborative care model in healthcare are extensively supported by academic literature For instance a study by Van Houtven et al. (2019) highlights the effectiveness of teambased care in improving patient outcomes and healthcare delivery efficiency Similarly another study by Mitchell et al (2019) emphasizes the model’s role in fostering highquality healthcare through improved teamwork and communication These studies provide empirical evidence of the models ability to address communication and collaboration challenges in complex healthcare environments making it a pertinent and credible approach for City General Hospital Integrating the team-based collaborative care model into its interdisciplinary team framework can significantly enhance communication and collaboration ultimately improving patient care and operational efficiency


In conclusion, adopting the Plan-Do-Study-Act (PDSA) cycle distributed leadership and the teambased collaborative care model at City General Hospital offers a robust and integrated approach to addressing the challenges of interdisciplinary communication and collaboration These strategies backed by empirical evidence from relevant academic literature provide a structured and practical framework for fostering a culture of shared responsibility active participation and clear communication Implementing these approaches promises to enhance the overall quality of patient care, improve operational efficiency and cultivate a more cohesive and supportive working environment, aligning with the hospitals commitment to excellence in healthcare delivery


Baernholdt, M., Feldman, M., Davis-Ajami, M. L., Harvey, L. D., Mazmanian, P. E., Mobley, D., Murphy, J. K., Watts, C., & Dow, A. (2019). An interprofessional quality improvement training program that improves educational and quality outcomes. American Journal of Medical Quality34(6), 577–584. https://doi.org/10.1177/1062860618825306 

Mitchell, J. D., Haag, J. D., Klavetter, E., Beldo, R., Shah, N. D., Baumbach, L. J., Sobolik, G. J., Rutten, L. J., & Stroebel, R. J. (2019). Development and implementation of a team-based, primary care delivery model: Challenges and opportunities. Mayo Clinic Proceedings94(7), 1298–1303. https://doi.org/10.1016/j.mayocp.2019.01.038 

O’Shea, C. (2021). Distributed leadership and innovative teaching practices. International Journal of Educational Research Open2, 100088. https://doi.org/10.1016/j.ijedro.2021.100088 

Pan, N., Luo, Y. Y., & Duan, Q. X. (2022). The influence of PDCA cycle management mode on the enthusiasm, efficiency, and teamwork ability of nurses. BioMed Research International2022, 1–7. https://doi.org/10.1155/2022/9352735 

Quek, S. J., Thomson, L., Houghton, R., Bramley, L., Davis, S., & Cooper, J. (2021). Distributed leadership as a predictor of employee engagement, job satisfaction and turnover intention in UK nursing staff. Journal of Nursing Management29(6). https://doi.org/10.1111/jonm.13321 

NURS FPX 4010 Assessment 2 Interview and Interdisciplinary Issue Identification

Van Houtven, C. H., Hastings, S. N., & Colón-Emeric, C. (2019). A path to high-quality team-based care for people with serious illness. Health Affairs38(6), 934–940. https://doi.org/10.1377/hlthaff.2018.05486 

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