Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

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Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3 – Step-by-Step Guide

The first step before starting to write the Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3, it is essential to understand the requirements of the assignment. The first step is to read the assignment prompt carefully to identify the topic, the length and format requirements. You should go through the rubric provided so that you can understand what is needed to score the maximum points for each part of the assignment. 

It is also important to identify the audience of the paper and its purpose so that it can help you determine the tone and style to use throughout. You can then create a timeline to help you complete each stage of the paper, such as conducting research, writing the paper, and revising it to avoid last-minute stress before the deadline. After identifying the formatting style to be applied to the paper, such as APA, you should review its use, such as writing citations and referencing the resources used. You should also review how to format the title page and the headings in the paper.

How to Research and Prepare for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

The next step in preparing for your paper is to conduct research and identify the best sources to use to support your arguments. Identify the list of keywords from your topic using different combinations. The first step is to visit the university library and search through its database using the important keywords related to your topic. You can also find books, peer-reviewed articles, and credible sources for your topic from PubMed, JSTOR, ScienceDirect, SpringerLink, and Google Scholar. Ensure that you select the references that have been published in the last words and go through each to check for credibility. Ensure that you obtain the references in the required format, for example, in APA, so that you can save time when creating the final reference list. 

You can also group the references according to their themes that align with the outline of the paper. Go through each reference for its content and summarize the key concepts, arguments and findings for each source. You can write down your reflections on how each reference connects to the topic you are researching about. After the above steps, you can develop a strong thesis that is clear, concise and arguable. Next you should create a detailed outline of the paper so that it can help you to create headings and subheadings to be used in the paper. Ensure that you plan what point will go into each paragraph.

How to Write the Introduction for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

The introduction of the paper is the most crucial part as it helps to provide the context of your work, and will determine if the reader will be interested to read through to the end. You should start with a hook, which will help capture the reader’s attention. You should contextualize the topic by offering the reader a concise overview of the topic you are writing about so that they may understand its importance. You should state what you aim to achieve with the paper. The last part of the introduction should be your thesis statement, which provides the main argument of the paper.

How to Write the Body for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

The body of the paper helps you to present your arguments and evidence to support your claims. You can use headings and subheadings developed in the paper’s outline to guide you on how to organize the body. Start each paragraph with a topic sentence to help the reader know what point you will be discussing in that paragraph. Support your claims using the evidence conducted from the research, ensure that you cite each source properly using in-text citations. You should analyze the evidence presented and explain its significance and how it connects to the thesis statement. You should maintain a logical flow between each paragraph by using transition words and a flow of ideas.

How to Write the In-text Citations for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

In-text citations help the reader to give credit to the authors of the references they have used in their works. All ideas that have been borrowed from references, any statistics and direct quotes must be referenced properly. The name and date of publication of the paper should be included when writing an in-text citation. For example, in APA, after stating the information, you can put an in-text citation after the end of the sentence, such as (Smith, 2021). If you are quoting directly from a source, include the page number in the citation, for example (Smith, 2021, p. 15). Remember to also include a corresponding reference list at the end of your paper that provides full details of each source cited in your text. An example paragraph highlighting the use of in-text citations is as below:

The integration of technology in nursing practice has significantly transformed patient care and improved health outcomes. According to Smith (2021), the use of electronic health records (EHRs) has streamlined communication among healthcare providers, allowing for more coordinated and efficient care delivery. Furthermore, Johnson and Brown (2020) highlight that telehealth services have expanded access to care, particularly for patients in rural areas, thereby reducing barriers to treatment.

How to Write the Conclusion for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

When writing the conclusion of the paper, start by restarting your thesis, which helps remind the reader what your paper is about. Summarize the key points of the paper, by restating them. Discuss the implications of your findings and your arguments. End with a call to action that leaves a lasting impact on the reader or recommendations.

How to Format the Reference List for Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3

The reference helps provide the reader with the complete details of the sources you cited in the paper. The reference list should start with the title “References” on a new page. It should be aligned center and bolded. The references should be organized in an ascending order alphabetically and each should have a hanging indent. If a source has no author, it should be alphabetized by the title of the work, ignoring any initial articles such as “A,” “An,” or “The.” If you have multiple works by the same author, list them in chronological order, starting with the earliest publication. 

Each reference entry should include specific elements depending on the type of source. For books, include the author’s last name, first initial, publication year in parentheses, the title of the book in italics, the edition (if applicable), and the publisher’s name. For journal articles, include the author’s last name, first initial, publication year in parentheses, the title of the article (not italicized), the title of the journal in italics, the volume number in italics, the issue number in parentheses (if applicable), and the page range of the article. For online sources, include the DOI (Digital Object Identifier) or the URL at the end of the reference. An example reference list is as follows:

References

Johnson, L. M., & Brown, R. T. (2020). The role of telehealth in improving patient outcomes. Journal of Nursing Care Quality, 35(2), 123-130. https://doi.org/10.1097/NCQ.0000000000000456

Smith, J. A. (2021). The impact of technology on nursing practice. Health Press.

Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3 Instructions

For this assessment, you will create a 2-4 page plan proposal for an interprofessional team to collaborate and work toward driving improvements in the organizational issue you identified in the second assessment.

Interdisciplinary Plan Proposal NURS-FPX4010

For this assessment, use the context of the organization where you conducted your interview to develop a viable plan for an interdisciplinary team to address the issue you identified. Define a specific patient or organizational outcome or objective based on the information gathered in your interview.

The goal of this assessment is to clearly lay out the improvement objective for your planned interdisciplinary intervention of the issue you identified. Additionally, be sure to further build on the leadership, change, and collaboration research you completed in the previous assessment. Look for specific, real-world ways in which those strategies and best practices could be applied to encourage buy-in for the plan or facilitate the implementation of the plan for the best possible outcome.

Additionally, be sure that your plan addresses the following, corresponding to the grading criteria in the scoring guide. Please study the scoring guide carefully so you understand what is needed for a distinguished score. Have a look at NURS-FPX4010 Assessment 4 Stakeholder Presentation.

Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal of improving patient or organizational outcomes.

Explain a change theory and a leadership strategy supported by relevant evidence that will most likely help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan.

Explain the collaboration an interdisciplinary team needs to improve the likelihood of achieving the plan’s objective. Include best practices of multidisciplinary collaboration from the literature.

Explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if the improvements described in the plan are not made.
Communicate the interdisciplinary plan, with clear, logically organized, and professional writing, with correct grammar and spelling, using the current APA style. Have a look at NURS-FPX4010 Assessment 4 Stakeholder Presentation.

Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3 Example

Interdisciplinary Plan Proposal

An interdisciplinary plan entails a series of activities created by a team of professionals from various fields, such as doctors, nurses, nutritionists, and informaticists. Healthcare institutions face problems that affect these professionals.

These include medical errors, staff shortages, the inadequacy of resources, and poor working conditions. These problems affect productivity issues, patient safety, and quality care delivery and can ruin an organization’s reputation hence the need for their management.

Interdisciplinary teams can help discuss and develop solutions to such problems. This essay evaluates an interdisciplinary plan that can help solve the staff shortage problem, and change theory, a leadership strategy, and a collaboration strategy can support the plan’s success.

Objectives and Predictions of the Interdisciplinary Plan

The interdisciplinary plan aims to reduce the consequences of staff shortages. Another objective is to balance the number of staff in the organization with the department’s needs to prevent overload in some departments and deficiency in others.

An essential objective of the interdisciplinary team is to reduce the consequences of staff shortage. According to Patel et al. (2021), staff shortage leads to an overload of the existing staff, decreased motivation and productivity, and increased nurses’ burnout and turnover.

Staff shortage is inversely proportional to patient safety and care quality. The organization may be forced to employ underqualified staff to manage the shortage, compromising care quality and patient safety. The interdisciplinary plan proposed is cross-training of healthcare professionals.

Impacting new skills will enhance diversity and increase the productivity of these healthcare professionals (Patel et al., 2021). Departments will then easily balance the nurses without significant changes in care quality and patient safety. The primary goal is to improve care quality, patient safety, and organizational performance.

Change Theory and Leadership Strategy

The best change theory to apply is Kurt Lewin’s theory. The theory entails three comprehensive stages. The first stage, unfreezing, entails defining the problem, identifying causes, explaining the need for change, and mapping the change process (Tran & Gandolfi, 2019).

The stage includes other aspects such as budgeting and resource allocation/planning. The stage entails staff support to implement the change. In this case, offering to pay for staff cross-training programs or sponsoring them halfway will help produce better outcomes.

The second stage, moving, will entail implementing the change (Hussain et al., 2018). People change their way of doing things, attitudes, and feelings. The stage will entail actual staff training, the assumption of new roles, and access to the accrued benefits of completing the program.

The last stage, refreezing, entails activities that will ensure the permanency of the change to ensure it becomes the new practice standard. Revising the organizational policy to include a clause legitimizing and favoring cross-training will be integral in this case.

Staff support/empowerment is the chosen leadership strategy that is highly likely to help improve the plan’s buy-in and implementation. Professional empowerment is done through increasing access to resources and information.

Tran and Gandolfi (2019) note that an organization that supports its staff increases productivity and retention. Sponsoring their education in various fields-cross training and providing post-training benefits such as an increase in salary or promotion will help manage the change.

Cross-training is rigorous because professionals take up intensive training while still working. The organization should put up interventions such as giving them more free time to attend lessons and physical training and studying while working is difficult hence the need for support.

Professionals try hard to balance work, studies, and family; without adequate support, they may neglect one aspect, leading to poor family relations, decreased productivity, or poor performance (Tran & Gandolfi, 2019). Thus, staff support/empowerment is the collaborative strategy of choice in this interdisciplinary plan.

Collaborative Strategy

Shared decision-making is the collaboration intervention of choice. Without interprofessional collaboration, conflicts arise, and the organization’s daily activities are stalled, leading to poor performance. Shared decision-making is an intervention that incorporates interprofessional perspectives in making decisions (Jeanne et al., 2019).

The decisions made are fair and acceptable to all involved professionals leading to better quality decisions and patient outcomes. Professionals also feel valued when involved in decision-making. Representatives from professional teams also help increase buy-in from professionals.

They will help present the interests of the professional team to the executive team hence inclusivity. Professionals will share responsibilities matching their qualifications and experience, and disruptive innovations will be easily leveraged after the professions engage in shared decision-making.

Budget and Resources Required

The hospital will begin by cross-training doctors and nurses, the healthcare professionals with the worse shortage. Training a nurse or a doctor is too expensive, and cross-training costs are significantly lower than training and hiring a new professional.

These professionals are also scarce. The hospital will liaise with a local nursing college to provide the training because running the training in an institution will be more expensive in the long run. The hospital will train 100 of the 300 nurses and 40 of the 120 physicians yearly.

The intention is to ensure optimum training and to prevent overwhelming the organization with the training needs. The hospital will invest in lecturers from various schools to teach online classes. There will also be physical lessons for clinical teaching and skills impaction.

The cost of training one nurse is estimated at $4000 and a physician $6000, an estimated total of $1.92 million for the three years. The hospital will liaise with a local university to ensure it delivers the best training accredited by institutions to the staff.

Conclusion

Cross-training staff is expensive but increases the organization’s efficiency despite the staff shortage. Cross-training also increases the professionals’ value hence a decreased need for hiring specialists, which is an expensive affair, and the specialists are scarce.

The plan will also reduce medical errors, staff turnover, and burnout related to shortages and work overload. The plan will take three years to help maintain the training costs and prevent them from overburdening the organization. The plan will lead to a better organization and will thus solve the problems arising from staff shortages.

References

Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3 Example 2

Interviews provide vital information that helps plan and implement care interventions. After an interview with Mrs. Judy, a Nurse practitioner and the charge nurse in the ICU, the issues identified were medication errors and hospital-acquired infections. The issue selected is catheter-acquired urinary tract infections. The desired outcome is the eradication of CAUTIs in the intensive care unit of MedStar Union Hospital. This proposal focuses on developing an interdisciplinary intervention plan to address CAUTIs.

Objective

The objective is to engage an interprofessional team in creating a care bundle to prevent catheter-acquired urinary tract infections. The objective aligns with the directional organizational strategies to ensure a healthier population free of preventable disease and reduce the costs, safety issues, morbidity, and mortality associated with CAUTIs.

Questions and Predictions
  1. What are the resources required for the interprofessional CAUTI care bundle implementation?

The resources required are rather few and will facilitate stakeholder communication. Each team member discussing the change intervention will receive an appreciation token of $1000 after the care bundle is ready to be implemented. Costs of the care bundle will be determined as the team discussions continue and the specific care interventions are agreed upon. Other resources include utilities such as electricity, snacks and electric gadgets to facilitate the meetings.

  1. How will the plan affect care delivery processes in catheter care and infection prevention?

The plan will affect processes in catheter insertion, care, and removal. It will streamline the processes to increase accountability, quality, and safety measures to ensure quality patient outcomes.

  1. How will the proposed plan affect the professionals’ roles and workload?

The proposed plan will significantly increase the workload of the professionals involved (in the interprofessional team). The plan will increase their workload by over 15% during the preparation phase, but most duties will be delegated during implementation, thus sharing the workload. They will be required to spare time from their busy schedule and during their free time to brainstorm ideas and evaluate research and available resources to develop recommendations for CAUTI management. Incentives and rewards for their time and hard work are thus necessary.

Change Theories and Leadership Strategies

The theory of interest is Kurt Lewin’s 3 stage theory. The theory will facilitate the change process. The first stage, unfreezing, will help prepare to gain buy-in for the project by showcasing the significance of the new interventions and the effects of remaining and the current state. The second stage, moving, will help support the care providers and other stakeholders in the implementation process to implement change (Saleem et al., 2019). The third stage, refreezing, will entail cementing the change into the organizational culture. The theory will provide a framework and rationale for interventions, from plan development to policy development. It will also help plan activities in the plan and systematically organize them for quality outcomes.

The leadership strategy of interest is developing and sharing the strategic vision, goals, and objectives. The strategy can be ignored or implemented without the attention it requires. According to Fixen et al. (2020), sharing the strategic vision, goals, and objectives helps gather professionals with the same ideas and desires. The vision, goals, and objectives also guide all the activities in the plan and will help gather the relevant resources and avoid confusion and conflicts that arise during project implementation processes.

Team Collaboration Strategy

The team members for the interdisciplinary plan proposal will include the nurse manager, the infection control professional, the health informaticist, the physician in the ICU, and the charge nurse. Through healthcare facility data analysis, the health informaticist will lead the root cause analysis process to determine the major causes of the rising CAUTI burden. The charge nurse will evaluate care delivery to determine gaps and the reasons for the failure of previously implemented interventions toward CAUTI management.

The physician will provide vital information and expert opinion and help gain buy-in from other professionals. The infection control nurse will lead the team in research to determine the best evidence-based interventions to manage the problem. The nurse manager will review the plan developed by the team members and make approval decisions and release funds. She will also represent the project’s interests to the executive management team. The team members are leaders in their units and will lead the activities, help diffuse the innovation and gain buy-in from professionals in their specific areas of jurisdiction.

The team collaboration strategy is clear team member role communication. Each team member must understand their role to prevent confusion and reluctance to implementing activities. The lack of clear-cut roles often leaves the team members to guess facts due to a lack of understanding or agreement. Fox et al. (2021) note that role sharing and communication enhance participation, as each member feels significant to the team. It also pushes them to perfect their work to produce quality outcomes, unlike when a group approach to roles is used. Individuals can tend to be reluctant or inactive, leaving the burden to fall on others instead of implementing them.

Shared-decision making will also help promote collaboration in this project. According to Michalsen et al. (2019), shared decision-making makes team members feel important. It also stimulates their participation as they participate in every step of the project’s implementation. The team must agree on the best interventions to include in the care bundle and resources to utilize in implementation. Agreed-upon decisions are thus significant to the success of the interprofessional team in addressing the issue at hand. These two strategies will guide team collaboration. In this team, the members will decide on the best interventions to implement among the available options, such as checklists, clinician education, patient education, audits, and healthcare dashboard utilization for better patient outcomes (Hernandez et al., 2019).

Required Organizational Resources

The proposed plan is to create a care bundle for CAUTIs. The plan is to reorganize activities such as indication, insertion, care, and removal to improve efficiency and outcomes (Hernandez et al., 2019). The needed resources include standardized terminologies for indications and checklist tools to ensure the recommendations by the team are implemented without fail. The organization has a robust health information system, which is one of the requirements of this planning proposal. The intervention will entail process streamlining, hence no additional staff needs. Access to care information and data on CAUTIs to derive causal relationships is necessary. There are no costs incurred because the data is stored in the hospital servers, and the care providers involved have access to the data.

The resources needed for the plan proposal are minimal and include resources required to facilitate professional meetings of an interprofessional team, such as a board room, projector, laptop, and other utilities such as electricity. The cost of facilitating the interprofessional plan proposal is thus $8000, which will cater for the interprofessional team incentives/rewards and other utilities such as electricity required to facilitate the meetings.

Other costs will be incurred in implementing the proposed intervention if the interventions require any purchase. The interprofessional team will create end-products, such as instructions to implement new processes for the nurses and other care providers. Several factors can lead to the interprofessional approach’s failure to manage the problem, such as deviations or misappropriation of the resources. The failure can cost the organization over $8000. Hence, a keen evaluation of the approach before implementation and a possible pilot study is necessary to prevent possible losses and protect the organization’s financial security.

Conclusion

CAUTIs are an issue of interest at MedStar Hospital. An interprofessional approach is necessary to help implement corrective interventions to reduce the CAUTI rates. The interprofessional team consists of various members who will oversee the team activities and change implementation processes. The interprofessional approach is manageable, and Kurt Lewin’s theory, alongside leadership and collaboration strategies, will enhance the intervention’s success. The care bundle will take the perspective of various professionals, resulting in better outcomes.

References

Fixsen, A., Seers, H., Polley, M., & Robins, J. (2020). Applying critical systems thinking to social prescribing: a relational model of stakeholder “buy-in.” BMC Health Services Research, 20, 1–13. https://doi.org/10.1186/s12913-020-05443-8

Fox, S., Gaboury, I., Chiocchio, F., & Vachon, B. (2021). Communication and interprofessional collaboration in primary care: from ideal to reality in practice. Health Communication, 36(2), 125-135. https://doi.org/10.1080/10410236.2019.1666499

Hernandez, M., King, A., & Stewart, L. (2019). Catheter-associated urinary tract infection (CAUTI) prevention and nurses’ checklist documentation of their indwelling catheter management practices. Nursing Praxis in New Zealand, 35(1). https://www.researchgate.net/publication/340445613_Catheter-associated_urinary_tract_infection_CAUTI_prevention_and_nurses’_checklist_documentation_of_their_indwelling_catheter_management_practices

Michalsen, A., Long, A. C., Ganz, F. D., White, D. B., Jensen, H. I., Metaxa, V., Christiane, H., Jos, L., Ribert, T., Jozef, K., Anna, M., & Curtis, J. R. (2019). Interprofessional shared decision-making in the ICU: a systematic review and recommendations from an expert panel. Critical Care Medicine, 47(9), 1258-1266. https://doi.org/10.1097/CCM.0000000000003870

Saleem, S., Sehar, S., Afzal, M., Jamil, A., & Gilani, S. A. (2019). Accreditation: application of Kurt Lewin’s theory on private health care organizational change. Saudi Journal of Nursing and Health Care, 2, 12. https://doi.org/10.36348/sjnhc.2019.v02i12.003

Interdisciplinary Plan Proposal NURS-FPX4010 Assessment 3 Example 3

Interdisciplinary Plan Proposal Paper

Healthcare institutions require continuous improvements to cater for the ever-increasing patient healthcare needs. This planning proposal attempts to solve patient falls among elderly and critically ill patients. The plan will be implemented in critical care units such as intensive care units, high dependency units, and geriatric patient care in the wards using wearable sensors.

Objective

The objective is to help minimize patient falls and improve patients’ fall reporting among geriatrics and critically ill patients. Patient falls can relay mild or fatal injuries that could lead to death permanent disability. If the plan succeeds, wearable sensors will help detect fall risk factors and help mitigate them, thus reducing healthcare costs associated with fatal injuries and subsequent lawsuits (Greene et al., 2019). Improved reporting will also ensure patient falls are detected and managed early to prevent further complications and thus, will help improve patient outcomes by mitigating undesirable and avoidable injuries.

Questions and Predictions
  1. What is the impact of the plan on staff workload? The plan will require the nurses and other healthcare providers, such as the informaticists, more time to interpret and make inferences from the data collected by the sensors.
  2. Will the plan provide a good return on investment? According to, moderate to severe patient falls lead to high healthcare costs to treat. Patients also sue hospitals for negligence, increasing costs to the institution. In addition, missed falls may go unnoticed until complications such as sepsis occur and are relatively difficult to treat (Greene et al., 2019). The plan will minimize all these costs and thus will provide a good return on investment.
  3. How long will the plan take? Patient falls are a contemporary issue that is recurrent. Thus, the plan is long-term and will thus require effective change management and keen resource allocation and control.
Change Theories and Leadership Strategies

McKinsey 7S model for managing change is the best theory for the plan. The theory entails 7 S: Structure, Strategy, Skill, System, Shared Values, Style, and Staff that will help determine the organization’s readiness to implement a change plan (Galli, 2018). By evaluating these factors, the team will determine the plan’s applicability. The theory also provides a four-step model to help implement a change plan. The first step, which was already discussed, is determining the areas that require change. The second step of the model entails determining the best interventions.

At this stage, every team member’s opinion is considered for decision-making. In the third step, the team determines the best interventions and makes a necessary change (Galli, 2018). Finally, the team implements it in the fourth step. By clearly writing each member’s role in every step, the team collaborates. The democratic leadership strategy is the best for this plan. The strategy allows fair participation in decision-making and respects the opinions of all team members, thus enhancing interprofessional collaboration (John, 2020).

Team Collaboration Strategy

The technicians will place the wearable sensors at the best locations to easily detect motion and constantly ensure they are correctly working. The locations include pressure areas, joints, and the waist (Greene et al., 2019). Nursing informaticists will record data from the sensors and disseminate it to the nurses and other healthcare providers. Nurses will respond to monitor alarms to prevent falls or detect falls.

Doctors will prescribe interventions to minimize falls in patients with higher risks. The healthcare leadership is responsible for change management and availing other necessary resources.

Facilitating open and professional communication is the best collaborative strategy for this plan. Interprofessional teams require professional communication to succeed. Professional communication means that the information is clear, concise, coherent, concrete, and correct (Cazeau, 2021). Passing incorrect information leads to wrong data synthesis and inference and, consequently, decisions made hence the need for professional communication.

Professional communication also ensures respect among team members, which improves their interpersonal interactions and the possibility of success (Vestergaard & Nørgaard, 2018). As with democratic leadership strategy, open communication enhances collaboration by ensuring team members contribute to the planning process without discrimination. Productivity among team members improves when they perceive respect and value. Open and professional communication will thus enhance collaboration in an interprofessional team.

Required Organizational Resources

A new nursing informaticist will be necessary to balance the increased workload, thus a recurrent expense of $60,000 every year. The wearable sensors, monitors, and alarms are required to implement the plan and cost about $500,000. The data collected will be recorded in the electrical health records; hence, a new program installation will cost the hospital about $1000. The organizing team will receive a sitting allowance of a total of $10,000. Staff training necessary for the plan will cost about $5,000. Thus, the plan does not excessively stretch the organization’s resources. The total budget is about $576 000 initial budget and $60 000 recurrent budget annually.

Patient falls, as discussed earlier, lead to high healthcare costs. If the resources are not used for the plan, significant organizational resources will be used to treat patient fall injuries, and prolonged hospital stays. In addition, lawsuits associated with patient falls will cost the organization much money. Further, patient complaints lead to a soiled company reputation, which will impact its operations. Poor reputation has adverse effects on the resources as it tends to reduce the number of patients seeking healthcare services in the hospital.

References

  • Cazeau, N. (2021). Interprofessional Communication: Integrating Evidence to Enhance Systems During a Pandemic. Clinical Journal of Oncology Nursing, 25(1), 56-60. https://doi.org/10.1188/21.cjon.56-60
  • Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE Engineering Management Review, 46(3), 124-132. https://doi.org/10.1109/EMR.2018.2866860
  • Greene, B. R., McManus, K., Redmond, S. J., Caulfield, B., & Quinn, C. C. (2019). Digital assessment of falls risk, frailty, and mobility impairment using wearable sensors. NPJ Digital Medicine, 2(1), 1-7. https://doi.org/10.1038/s41746-019-0204-z
  • John, K. (2020). Adlerian theory and practice wisdom promote democratic leadership and organizational health. The Journal of Individual Psychology, 76(1), 84-98. http://doi.org/10.1353/jip.2020.0020
  • Vestergaard, E., & Nørgaard, B. (2018). Interprofessional collaboration: An exploration of possible prerequisites for successful implementation. Journal of Interprofessional Care, 32(2), 185-195. https://doi.org/10.1080/13561820.2017.1363725