Interdisciplinary plan proposal 1

Interdisciplinary plan proposal

Introduction

Interdisciplinary plan proposalBased on the data collected during patient assessment, an interdisciplinary plan proposal can be developed. The Interdisciplinary plan proposal identifies the needs of the patient, and establishes protocols for meeting those needs. This plan’s goal is to provide seamless patient care. This is accomplished by Analyzing treatment goals and objectives and formulating grounds to terminate interventions. The plan tracks the patient’s progress to determine whether he can meet the goals and/or objectives set out.

An Interdisciplinary plan proposal aims to ensure that all disciplines involved in the care and treatment of a patient participate in patient assessment and offer a joint approach towards achieving the goals and interventions.

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The most important features of an Interdisciplinary plan proposal:

  • Individualized care plans that are interdisciplinary for each patient.
  • The plan should also consider the wishes of the caregiver when dealing with an elderly patient.
  • Sometimes caregivers or patients may be overwhelmed by larger caregiving groups. An interdisciplinary care plan makes sure that both the caregiver and patient are included in the team.
  • The care plan incorporates the needs of the patient, their family and the caregiver.
  • The care giving team evaluates the problem and lists possible solutions.
  • The plan focuses more on engaging the patient than the diagnosis. It aims to educate the patient about available resources and encourages transparency.
  • Members of the team must be clear about their roles and what their contributions mean to them.
  • The team understands that caring for patients requires clear communication, collaboration planning, and, most importantly, sharing responsibility.
  • Comprehensive care plans are created by integrating the recommendations and assessments from each discipline.

Interdisciplinary plan proposal is developed in facilities all over the country using input from many disciplines including doctors, nurses, pharmacists and case managers. Care plans can be created and updated in many cases during rounds. This could take place at the patient’s bedside or in a central location such as the nurse station.Interdisciplinary plan proposal

Research has shown that interprofessional care plans can be beneficial for both the patient and all members of the healthcare team involved in planning care. This practice comes with its own challenges. These difficulties can be overcome by focusing on patient care and putting in the effort to improve it.

Interdisciplinary plan proposal offers tangible benefits

Interdisciplinary care plans are at the core a detailed plan of care that is created by representatives of multiple medical specialties or medical disciplines. Each plan is focused on a patient’s specific condition, treatment goals and methods to improve outcomes. Each provider’s input must be considered and weighed against any potential risks for the patient.

Interdisciplinary plan proposalInterdisciplinary rounds are an integral part of patient care planning in many healthcare facilities. This multidisciplinary, structured process can be done at the patient’s bedside or in an area that can host representatives from the entire team. This form of care planning improves communication between healthcare staff. It also fosters a sense collaboration and teamwork, and helps to clarify the care each patient requires.

Patients also benefit from interdisciplinary care plans, in addition to the benefits it offers hospital staff. Patients who receive interdisciplinary care plans benefit from increased collaboration between healthcare providers, particularly nurses and physicians.

No matter what diagnosis, the length of stay can be decreased.

Hospital-acquired conditions that are not related to the initial diagnosis have lower rates

Reduce healthcare-related spending

These care plans are also proven to reduce overall mortality, decrease Foley catheter time and speed up central line discontinuation.

Interdisciplinary plan proposal: challenges

Although the benefits of interprofessional care planning are obvious and quantifiable, there are still obstacles that can prevent this type of care planning being as efficient as possible.

Time management

Interdisciplinary plan proposalIt is possible for a team to fail to organize its meetings at the bedside, or in other places, which can seriously hinder their ability create a care plan that maximizes patient outcomes. Meetings that take place at the same time every day and in the same location are essential for creating interdisciplinary care plans. To offer advice and opinions to caregivers, representatives from each discipline should be present.

Communication skills

Keep in mind that every member of the team has their own set of skills and treatment goals. This is based on different levels of education and experience. It is easy for one person to try and overrule the others because of interpersonal differences or differences in expertise. All team members should receive formal training in communication skills that promote interdisciplinarity and collaboration, regardless of their positions within the organization.

Clear responsibilities

Implementing interdisciplinary care plans successfully requires clarity about each provider’s responsibilities and respect between the group. Transparency among providers sharing information about a patient is key to success. To make multidisciplinary discussions more productive, it can be useful to choose a leader such as a facilitator for clinical teams.

Leaders bring structure to care planning meetings by setting goals, encouraging participation from all members of the team, and asking questions about the patient as needed. It is crucial to define the goals of interprofessional meetings and the intended outcomes for patients. This will help create a plan of care that meets their needs while also incorporating feedback from all members of the multidisciplinary team.

The ultimate goal of interdisciplinary plan proposal

Realizing the plan means making changes to improve the performance and quality of nursing care for the elderly. To improve collaboration among professionals, the primary approach to implementation is Levin’s three-stage theory and transformational leadership style. An interprofessional approach to elderly patients will enable faster and more effective diagnosis and treatment, reduce workload and improve patient satisfaction.

Objectives and predictions in an interdisciplinary plan proposal

This plan aims to improve the organization of specialists who provide consultations for elderly services and encourage cooperation. These changes will make the hospital more accessible to older patients and reduce hospital stays. The first stage of the plan implementation will see an increase in the work time of specialists. They will also have more duties to examine issues and suggest changes. The workload will decrease after the plan is implemented successfully.

Due to the increased workload, employee satisfaction with the system changes will decrease at the start of the plan. Employees will still be happy with the new interaction system during the changes. This is due to its ease of use.

Such results confirm De Sutter et al. De Sutter et al. (2019) found that clear roles were more effective than a shorter consultation time and increased staff satisfaction. A second feature is the possibility of denial of the necessity and effectiveness of cooperation and meetings, especially because they take time and active participation.

However, once time passes and connections are established, specialists will begin to see their benefits (Jones & Van de Ven 2016,). The most difficult stage of implementing the plan involves identifying and eliminating any weaknesses in the existing communication system as well as encouraging employees cooperation.

Interdisciplinary plan proposal: Change theories and leadership strategies

Interdisciplinary plan proposalLewin’s theory and strategies for transformational leadership are the best and most effective ways to implement the plan. The leader must first unfreeze the organization. He or she should make arguments about the inefficiency and encourage employees to point out the problems. The manager must then gather a team of employees and listen to their individual needs.

In interviews, Ms. Gordon complained about the delays in treating her patients because of late checks-ups from other specialists. Doctors, such as orthopedists or endocrinologists, may also express frustration at being removed from their jobs.

The second step is where the leader must help both doctors and nurses to show their strengths, and benefit from the experiences of others during team meetings. This will encourage interaction between participants.

This step allows for knowledge sharing and collaboration in order to create new scheduling, member responsibilities and rules and communicate with others to improve patient care. In the article Wojciechowski and co. This stage involved engaging employees through coaching, education, communication, and the proposal of ideas and changes.

The final stage of refreezing is where the transformational leader must motivate employees to cooperate and can also display transactional leadership qualities for using punishments and rewards to maintain order (Alvinius 2017, 2017). This will allow for the establishment of a new value system and work organization that will support the elderly patient service and help achieve the plan’s goals.

Interdisciplinary plan proposal: Team Collaboration Strategy

The most important responsibility for the implementation of the plan is the leader. This can be a top manager who has authority over doctors and nurses. His first task is to organize the team of specialists needed, which includes a geriatric nursing staff, a cardiologist and an endocrinologist as well as an orthopedic surgeon and therapist.

Managers must also encourage and assist with the division of responsibilities. Leaders must also collect data about professionals’ performance in older persons services and make suggestions for improvements. This data can also be used to track progress. Specialists’ responsibility is to gather information and make suggestions for improvement. Ms. Gordon should also review the schedules of elderly patients and recommend the best hours to visit them for specialist checks-ups. This will help avoid any delays.

The leader’s primary responsibility in the second stage is to coordinate the group’s work to improve their collaboration and foster the exchange of ideas (Mayo, 2019,). The manager is responsible for establishing a new schedule of visits for elderly patients. This should take into consideration the wishes of specialists. Healthcare professionals have two roles: to contribute useful knowledge to the team’s work and to establish the new order. The manager should monitor compliance with the established schedule and rules for interaction among participants.

Interdisciplinary plan proposal: Organizational Resources Required

Because specialists have done the work inefficiently, the organization does not have the resources to implement the plan. Because professionals have to examine elderly patients who are not their patients, they will not be able to work more hours by setting up specific hours for these checks. Meetings can be organized in a room with a projector and a computer. The hospital also has these resources. Only the time spent in meetings is a cost.

Healthcare professionals earn an average of $ 40 per hour. One session per week is sufficient for a discussion (Occupational employment statistics, 2019). A team of five specialists plus the manager would require an additional $ 500 per workweek. The implementation of this plan is therefore cost-effective but requires significant organizational effort.

Here are some tips for writing Interdisciplinary plan proposal

Keep in mind that your proposal will not be seen only by those who are experts in your field.

Your proposal should not be described as inter- or transdisciplinary. Explain why an inter- and transdisciplinary approach is needed to reach the desired research outcomes.

People with expertise in collaboration research may be able to evaluate inter- and transdisciplinary projects. Writing clearly for general readers is important. Avoid technical language and abbreviations.

Integration and collaboration can take many forms. It takes a lot of work to achieve. Describe the type of integration or collaboration you envision (methodological, theoretical, etc.) and the specific methods you plan to achieve it.

Please explain the methods you are going to use. If they are new, please give examples of how they have been used successfully in other fields.

Be aware of the additional costs associated with trans- or interdisciplinary research and budget accordingly.

Research that involves new collaborations should be expected to take time and offer opportunities for these to happen, particularly at the beginning of the project.

If you have different stakeholders in the research, please describe their contributions to the research. Also, tell us when and what they can expect to contribute. Let us know how they will benefit by taking part.

It is important to plan for multiple outputs throughout the life of the project. This helps prevent failure and meets the needs of different collaborators. Academic publications are often of little value to society partners, who will often require more focused outputs – such as a program of activities or a tool to pilot – to justify their continued participation in the project.

When planning an Interdisciplinary plan proposal, reflect on these questions:

Is everyone aware of the names and contributions of all the partners? Are all the partners able to contribute to this project’s design? Are the research questions framed in a way that is engaging and productive for all parties? Is there a consensus on the project’s goals and purpose?

Does the proposal include a pre-determined research design or is it to be agreed upon by the group? Are there opportunities for partners and researchers to exchange information about their research methods and perspectives? How can you avoid making assumptions about the partners’ approaches to this topic?

What can you do to ensure that there is no dominant group or viewpoint in the research process? Is there a mechanism that allows for the exchange of ideas across sectors and disciplines? Are all project partners expected to attend regular meetings? All partners will have an opportunity to give feedback on the project’s development and outputs. What happens if there is no consensus?