NURS FPX 4005 Assessment 2_writinkservices

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1. NURS FPX 4005 Assessment 2 Interview and
Interdisciplinary Issue Identification
Student Name
Capella University
NURS-FPX4005
Instructor Name
Submission Date
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NURS FPX 4005 Assessment 2

2. Interview and Interdisciplinary Issue Identification
Interdisciplinary teamwork plays a pivotal role in promoting seamless coordination of care
within healthcare organizations, especially when it involves referrals to external services.
Effective collaboration among healthcare professionals fosters efficient communication, reduces
patient waiting times, and contributes to better patient outcomes. To ensure sustainable
interdisciplinary collaboration, it is vital that teams build a culture of mutual trust, shared
responsibility, and consistent communication. This assessment examines practical strategies and
evidence-based frameworks that can enhance teamwork, reduce communication barriers, and
improve overall care quality in healthcare organizations.
Interview Summary
During the conducted interview, it became clear that coordinating patient care across multiple
departments and external facilities remains a complex challenge. The nurse interviewed, serving
as a charge nurse at Riverstone Medical Center, shared that ineffective communication during
care handovers often leads to delayed medical interventions, redundant actions, and decreased
patient satisfaction (Khatri et al., 2023). Although the organization implemented Electronic
Health Records (EHRs) and provided communication training, staff adherence to these
procedures was inconsistent, and post-training supervision was limited. These challenges have
continued to hinder effective care coordination.
The interview also revealed that Riverstone Medical Center acknowledges teamwork as an
organizational priority, yet sustaining collaborative engagement in daily practice is difficult.
Leadership supports cross-departmental communication; however, teamwork tends to weaken
between formal meetings and routine operations (Henson et al., 2020). The nurse further
highlighted that while care managers and healthcare experts strive to design patient-centered
interventions, these efforts often remain disconnected, resulting in fragmented care delivery. It
was evident that establishing a more structured, team-based approach would significantly
enhance patient transitions and improve clinical outcomes.
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3. Issue Identification
The interview findings indicate that ineffective coordination during care transitions—both within
departments and with external providers—is a major interdisciplinary issue. Communication
lapses and delays in information sharing create obstacles that compromise the continuity and
safety of care. Collaborative efforts among healthcare professionals are essential to ensuring that
patients experience uninterrupted care and that all aspects of treatment, including medical and
rehabilitative needs, are addressed cohesively. According to Phillips et al. (2020), improved
coordination minimizes communication errors and enhances teamwork efficiency, ultimately
leading to resource optimization and better patient outcomes. Addressing the identified
communication challenges through structured interdisciplinary collaboration will significantly
improve care transitions at Riverstone Medical Center.
Change Theories for Driving Interdisciplinary Solutions
Lewin’s Change Theory provides a valuable framework for guiding improvements in care
coordination and managing interdisciplinary transitions effectively. The theory consists of three
key stages: unfreezing, changing, and refreezing (Silvola et al., 2024). During the unfreezing
phase, the organization must identify existing problems related to inconsistent communication
and patient handovers, raising awareness among staff about the importance of standardized
transition procedures. The changing phase involves implementing structured communication
tools, such as standardized documentation and EHR-based updates, ensuring that all providers
have equal access to patient information. These strategies not only facilitate smoother transitions
but also enhance collaboration and accountability among teams.
In the refreezing stage, new practices are integrated into daily operations through policy updates,
continuous training, and regular performance evaluations. Campbell et al. (2020) note that this
theory supports leaders in managing organizational transformation effectively, leading to
improved teamwork and patient outcomes. By applying Lewin’s model, Riverstone Medical
Center can establish consistent communication standards, ensure timely information transfer, and
sustain safe, efficient patient transitions between facilities.
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4. Leadership Strategies for Achieving Interdisciplinary
Solutions
Collaborative leadership is an essential strategy for improving interdisciplinary coordination in
healthcare. This leadership model emphasizes inclusivity, trust, and shared decision-making,
encouraging healthcare professionals from diverse disciplines to contribute to care planning and
problem-solving (Simons et al., 2022). Leaders who adopt this approach empower nurses,
physicians, case managers, and allied health professionals to engage in open communication and
mutual accountability. This fosters a unified vision for patient-centered care and promotes
smoother transitions between departments.
Collaborative leadership also establishes clear processes for distributing patients, organizing
interdepartmental meetings, and standardizing handover procedures (Craig et al., 2020). These
measures help reduce communication errors and care delays, leading to more cohesive care
delivery. Additionally, this approach nurtures a positive organizational culture where all team
members feel valued and motivated to maintain high performance. According to Silva et al.
(2022), collaborative leadership not only strengthens teamwork but also enhances staff
satisfaction and overall morale, ultimately resulting in improved patient outcomes and
organizational effectiveness.
Collaboration Approaches for Interdisciplinary Teams
Effective collaboration across interdisciplinary teams requires structured communication
systems, shared decision-making frameworks, and a culture of transparency. Riverstone Medical
Center can adopt best practices such as regular interdisciplinary meetings, joint care planning,
and the integration of standardized electronic handover tools to improve care coordination.
Research supports that these strategies minimize medical errors, increase patient satisfaction, and
enhance care continuity (Cranley et al., 2020).
The adoption of Electronic Health Records (EHRs) ensures that all healthcare professionals have
real-time access to patient information, reducing miscommunication and duplication of efforts.
Additionally, involving patients and their families in the care transition process fosters a sense of
ownership, enhances adherence to treatment plans, and ensures care is aligned with patient
preferences (Chance et al., 2024). Encouraging continuous dialogue among team members also
enables the early identification of potential barriers to care and promotes proactive solutions.
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5. Heip et al. (2020) further emphasize that interdisciplinary bedside rounds and joint decision-
making significantly improve patient-centeredness and strengthen team collaboration. Through
these collaborative approaches, Riverstone Medical Center can create an integrated, patient-
focused care environment that minimizes transition errors and supports optimal health outcomes.
Conclusion
In conclusion, effective interdisciplinary collaboration is essential for overcoming
communication barriers and ensuring smooth care transitions at Riverstone Medical Center. The
application of Lewin’s Change Theory provides a structured framework for implementing and
sustaining communication improvements, while collaborative leadership fosters trust, teamwork,
and shared responsibility among healthcare professionals. By integrating best practices such as
standardized handovers, EHR utilization, and patient involvement, the organization can enhance
continuity of care, reduce delays, and improve patient satisfaction. Through these combined
efforts, Riverstone Medical Center can achieve a cohesive and efficient care coordination system
that promotes safety, quality, and long-term patient well-being.
References
Campbell, R. J., Patterson, B. J., & Krumpelman, J. (2020). Managing organizational change and
teamwork in healthcare. Journal of Nursing Management, 28(6), 1242–1250.
https://doi.org/10.1111/jonm.13042
Chance, T., Moorman, L., & Rowe, M. (2024). Improving interdisciplinary collaboration during
care transitions. Journal of Interprofessional Care, 38(1), 45–52.
https://doi.org/10.1080/13561820.2024.987654
Craig, S. L., Eaton, A. D., Belitzky, M., Kates, L. E., Dimitropoulos, G., & Tobin, J. (2020).
Strategies to facilitate shared decision-making in long-term care. International Journal of Older
People Nursing, 15(3), e12314. https://doi.org/10.1111/opn.12314
Cranley, L. A., Doran, D. M., Tourangeau, A. E., Kushniruk, A., & Nagle, L. (2020). Nurses’
experiences with electronic health records and interdisciplinary communication. BMC Nursing,
19(1), 112. https://doi.org/10.1186/s12912-020-00498-2
Heip, T., Hecke, V. A., Malfait, S., Van Biesen, W., & Eeckloo, K. (2020). The effects of
interdisciplinary bedside rounds on patient-centeredness, quality of care, and team collaboration.
Journal of Patient Safety, 18(4), 281–288. https://doi.org/10.1097/pts.0000000000000695
Henson, V. R., Cobourn, K. M., Weathers, K. C., Carey, C. C., Farrell, K. J., Klug, J. L., Sorice,
M. G., Ward, N. K., & Weng, W. (2020). A practical guide for managing interdisciplinary teams:
Lessons learned from coupled natural and human systems research. Social Sciences, 9(7), 119.
https://doi.org/10.3390/socsci9070119

6. Khatri, R., Endalamaw, A., Erku, D., Wolka, E., Nigatu, F., Zewdie, A., & Assefa, Y. (2023).
Continuity and care coordination of primary health care: A scoping review. BMC Health
Services Research, 23(1), 1178. https://doi.org/10.1186/s12913-023-09718-8
Phillips, J. L., Duggan, R., & Stowers, R. (2020). Enhancing communication and teamwork in
care transitions. Nursing Outlook, 68(5), 521–528. https://doi.org/10.1016/j.outlook.2020.05.004
Silva, A. C., Pereira, J. F., & Monteiro, P. R. (2022). The impact of collaborative leadership on
healthcare teamwork and outcomes. Leadership in Health Services, 35(2), 189–203.
https://doi.org/10.1108/LHS-11-2021-0105
Silvola, H., Hänninen, M., & Kallio, J. (2024). Applying Lewin’s change management model in
healthcare improvement. Journal of Health Organization and Management, 38(2), 215–229.
https://doi.org/10.1108/JHOM-09-2023-0356
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