Online Class Assignment

NURS FPX 4010 Assessment 4: Stakeholders Presentation

Capella 4010 Assessment 4

NURS FPX 4010 Assessment 4:  Stakeholders Presentation

Student Name

Capella University

NURS FPX 4010 Assessment 4

Prof. Name:


Stakeholders Presentation

I am Alex, and I will be giving the stakeholder’s presentation today. Despite their achievements, organizations must face some difficulties. To address this issue, I have made it a goal of mine to focus on the most pressing problems facing the organization in this presentation. The goal of implementing the strategy is to increase communication and coordination within the hospital’s interdisciplinary team and, by extension, improve the quality of treatment patients get. An interdisciplinary approach to caring for patients will increase the quality of care delivered, reduce the workload of workers, and increase the satisfaction of both caregivers and people receiving care (Buljac-Samardzic et al., 2020). Both the number of nurses needed and their importance will increase as the population ages and the healthcare system develops. More nurses are needed, and to get them, we will need to use a specific set of techniques.

Organizational or Patient issues

In the previous assessment, Ms. Henna stated that in order to adequately diagnose and treat her patients’ varying health conditions, she must have extensive knowledge across a wide range of medical disciplines. This is a source of concern for her as well, since she frequently refers patients to specialists when their questions concern unusual or uncommon conditions. When trying to schedule a consultation, however, it can be challenging due to specialists’ enormous workloads and often uncooperative attitudes. Medical personnel are expected to respond to requests from colleagues in order to meet patients’ needs, but they are not provided with any formal rules or frameworks to do so. Since Ms. Henna needs to wait for confirmation and guidance from her coworkers, it slows down her ability to do her job and serve the patient. Due of the smaller size of her prior hospital, Ms. Henna believes that interprofessional cooperation was stronger there. At these gatherings, specialists discussed their availability and encouraged novel approaches to patient diagnosis and care. According to this interview, a lack of communication and cooperation between members in different fields is the main problem.

NURS FPX 4010 Assessment 4:  Stakeholders Presentation

A key issue at the hospital, as highlighted by the interview, is the absence of structure, which makes it impossible for medical professionals to carry out their duties and collaborate with one another. Due to this shortcoming, patients frequently have to wait for long stretches before nurses can check on them and cater to their needs. Ms. Henna elaborates that, if her ability level allows it, she always looks into solving problems on her own, as she is confident that she can learn everything faster on her own than by waiting for experts. This approach does not help patients and may potentially be harmful. There is not enough of a teamwork mentality at the hospital for staff to respond quickly to requests from other departments and develop new, more effective treatments. In order to encourage healthcare practitioners to work together and improve the quality of care for the population, it is crucial to fortify these factors. Failure to take ownership of one’s role and to dedicate oneself to ensuring patients receive the highest quality care is the primary cause of poor teamwork within a multidisciplinary setting.

NURS FPX 4010 Assessment 4:  Stakeholders Presentation

Communication and mutual respect for one another’s positions have been shown to be successful interdisciplinary approaches to improving teamwork. In this way, we can be sure that everyone in the interdisciplinary team is contributing as much as they can. Interdisciplinary cooperation can be enhanced through strong leadership and management.

In an interdisciplinary approach, members of a team get together from a variety of academic fields to achieve a shared goal, find agreement on crucial matters, and divide up responsibilities and tasks. The leader, who may be top management with direct oversight of nurses and doctors, will be accountable for the majority of the plan’s implementation (Gomez & Bernet, 2019). A leader is in the position of putting together the multidisciplinary team at the outset, which includes endocrinologists, geriatric nurses, orthopedic surgeons, and therapists. Management is responsible for a variety of duties, including raising morale and assisting with task distribution. Leaders are tasked with studying how well professionals are currently caring for  patients and making recommendations for improvement. After then, experts in the field must scour the data pertinent to the field and offer suggestions for enhancing the solution (Wei et al., 2019). In addition, Ms. Hena should research the accessibility of specialists for their geriatric clientele and provide the most suitable appointment hours. At this stage, leaders’ primary duty is to foster an atmosphere of open communication and collaborative problem-solving. The administration should also devise a new schedule for checking up on patients, one that takes into account both the patient’s wishes and the recommendations of the specialists. Staff in the healthcare industry are expected to comply with the new regulation and provide their applicable skills to team efforts. The leader’s vigilance in making sure everyone sticks to the strategy and follows the rules for communicating with one another is especially important at this final stage (Wei et al., 2019).


  • Members of a team get together from a variety of academic fields to achieve a shared goal, find agreement on crucial matters.
  • To divide up responsibilities and tasks to get desired outcome
  • Foster and sustain high-quality collaboration and communication amongst medical staff
  • Increasing the dissemination of knowledge between medical staff
  • Establishing a relaxing environment for medical staff

Evidence-Based Interdisciplinary Plan

The fundamental goal of the plan is to modify the current structure of the workplace in order to promote cooperative effort among professionals whose advice is essential in providing services to the patients and they will be better looked for, their hospital stays will be shorter, and the nurses’ workload will be lowered as a result of these changes. Beginning the plan’s implementation will necessitate greater time committed by specialists as they take on new tasks such as problem analysis, master planning, and meeting coordination. This load will lessen after it is fully implemented, owing to the predictable schedule and the lack of setbacks. When the strategy is first put into operation, employee satisfaction with the new system will decrease along with the workload (Campos et al., 2018).

The new communications network will be very user-friendly, which will be greatly appreciated by the people working during the transition. These results are consistent with those found by a researcher who discovered that a more clearly defined division of work and, thus, more time spent with patients resulted in greater satisfaction amongst members of staff. At first glance, professionals may not see the benefit of working together and attending regular meetings because of the time and energy they require (Herman et al.., 2020). Thus, the most challenging part of implementing the plan into effect will be identifying the shortcomings of the existing communication network and resolving them, in addition to motivating employees to work together.

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PDSA Method

Using a PDSA-based implementation strategy will improve communications and teamwork. Therefore, a multidisciplinary approach to clinical outcomes would facilitate the efficient and successful execution of therapeutic and diagnostic procedures, reduce the administrative burden, and improve the satisfaction of the both healthcare patients and providers (Lucrezia, et al., 2021)

In the beginning of the planning phase, the organization’s executives will collaborate to identify the issue plaguing the healthcare system. The leadership will have a discussion about how to create a strong, effective communication environment for all employees. Authorities will convene experts once a week to discuss concerns and formulate solutions. Managers are responsible for developing a plan for the appropriate training of staff members in collaboration with their direct reports (Lucrezia, et al., 2021). Management teams in healthcare facilities should regularly meet to address both transformational and authentic management techniques.

During the “Do” stage, you can choose between regular meetings on a daily, weekly, or monthly basis. In the beginning of each month, there will be a mandatory meeting in the briefing room. Every member of the team would independently choose the most productive times and days. Leadership would set the tone by being cordial before, during, and after the meeting in order to inspire productive teamwork. Training for all employees is required prior to the start of each shift. They must conduct interviews with workers to identify problems, convene a meeting with other managers to discuss the findings, and then submit a report to the appropriate governing body outlining potential solutions (Lucrezia, et al., 2021)

During the Study Phase, the input of the healthcare personnel will be used by managers to identify which components of the project should be maintained and which need to be reevaluated and updated. Managers frequently ask employees for feedback during meetings. This part of the method will promote efficient cooperation and teamwork, both of which will improve patient care and the standard therapy as a whole.

Last but not least, the PDSA methodology’s Act Phase ensures the trans disciplinary solution continues to be effective. Managers will return to the project plan during this phase in an effort to progress problem-solving methodologies and improve the healthcare setting. It is the leader’s responsibility to ensure that his or her team has access to the tools and facilities necessary to carry out its duties effectively.

Summary of the Interdisciplinary Plan

Nursing is among the most respectable and life-altering careers one can choose for themselves and their community. Nevertheless, many in the nursing industry are taken aback by the reluctance of certain nurses to assume positions of authority. It is important to recognise that nurses make these economic and social decisions due to a lack of assistance and a general inability to inspire their colleagues (Keenan et al., 2018). A plan is presented to get over these patterns of conduct and boost your edge on the playing field. It is a well-thought-out plan that takes into account all relevant factors and offers concrete recommendations for moving this discussion forward. The fundamental goal of this approach is to transform the current structure of the workplace of experts whose advice is essential in providing services to patients to encourage cooperative work among them. Improvements in care for the patients, shorter stays, and less stress on the nurses are all outcomes of these institutional changes (Keenan et al., 2018). Therefore, it argues that a multidisciplinary approach to caring for patients will increase the quality of care provided, decrease the stress on employees, and improve the satisfaction of both professionals and those receiving care.

Implementation of Interdisciplinary Plan

After consulting with relevant parties, a multidisciplinary plan model is adapted for use inside the organization. Patients should consult with medical professionals to discuss the cost estimates of the plan. The hospital’s money and resources will be supervised by a treasury board. After receiving a request from both administration and management, they will disburse the monies. How often and how much money is disbursed is determined by the organization’s finances and its ability to access capital. Since the necessary work has already been done by specialists, although inefficiently, there aren’t many available organizational resources to put the plan into action (Lepore et al., 2022). Since specialists must examine seniors who are not their patients, setting defined hours for this kind of inspection, for example, each day from 11 am to 12 am, just wouldn’t increase working hours. The hospital already has all of the necessary meeting equipment, including a projector, a conference room, and a computer to present information to the team. The only real cost is indeed the hours consumed in meetings. Based on the 2019 Occupational Employment Statistics report, the annual median salary for those working in the healthcare industry was $40,000. As a result, it’s required to spend an additional $500 weekly to compensate the manager and the five specialists (Lepore et al., 2022). Therefore, the execution of the plans requires minimal investment but a significant amount of paperwork.

Outcomes of Interdisciplinary Plan

The following is a list of potential results from executing the interdisciplinary strategy.

  • To encourage collaboration among experts whose input is crucial in serving the population
  • By making adjustments as planned, we can improve care for the patients, reduce their hospital length of stay, and ease the burden on nurses.
  • To help enable collaborative efforts among experts whose advice is crucial in in-service delivery to the patient, this plan seeks to alter the current organizational structure of the profession.
  • Compliance with the regulation and the application of relevant skills to team activities are demanded of health professionals’ aid in achieving desired outcomes (Yang et al., 2022).

Human and Financial Resource Management

Health professionals need to feel financially valued in order to be motivated. That’s why it’s crucial to keep tabs on their progress every month and reward them monetarily whenever they live up to expectations (Lepore et al., 2022). Taking into account the feedback from the healthcare system’s judgment and other stakeholders is essential. If we’re serious about making healthcare better, we need to think about the following:

  • The difficulties of everyday life need to be emphasized.
  • Both the backup and the regular check of resources are needed.
  • To prevent danger, the resource must be used promptly.

Evidence-Based Evaluation

Evaluation of the plan reveals the efficacy of nurses’, healthcare officials’, physicians’, and interdisciplinary teams’ cooperation. Multiple polls and research over a week have confirmed the efficacy of teamwork. In addition, it has been recommended that the team establish some sort of communication system to bridge the communication gap. Several eminent scholars have argued that teamwork benefits not only the individual members but also the corporation as a whole. Improved nursing care is the direct result of consistent feedback and recognition (Poole & Patterson, 2021). Nursing competence is evaluated in part based on how well they use technological innovations like digital systems and communications tools in their daily work. Nurses’ self-assurance and ability to effectively communicate with patients are also crucial to health care.


Much stress related to healthcare delivery can be mitigated by nurse management. Interdisciplinary teams’ strategies and methods of cooperation, which affect more than just the nursing staff, may improve patient outcomes. Better forms of communication amongst professionals in related fields are necessary to address the rising complexity of clinical circumstances and the vast variety of functional abilities within the healthcare system as a whole. The procedures described here are straightforward to apply and ought to yield desirable outcomes. Nurse administration has been tasked with improving morale by using innovative methods supported by data. Collaborative efforts are essential if we are to achieve our long-term goal of raising the bar for healthcare quality. Using the four-step Strategy-Develop-Implement-Study-Act cycle, healthcare institutions may create a safe space for all stakeholders to share their perspectives and build a solid foundation for implementing a wide range of practices. Improvements in care quality and safety for patients, as well as decreased dissatisfaction from both patients and healthcare providers, are expected to result from the implementation of this method.


Buljac-Samardzic, M., Doekhie, K. D., & van Wijngaarden, J. D. (2020). Interventions to improve team effectiveness within health care: a systematic review of the past decade. Human Resources for Health18(1), 1-42. DOI:

Boutros, N. (2019). Palliative Care: An Interdisciplinary Approach to Healthcare (Doctoral dissertation, California State University, Northridge). Retrieved from:


Campos, M. S. D., Oliveira, B. A. D., & Perroca, M. G. (2018). Workload of nurses: observational study of indirect care activities/interventions. Revista brasileira de enfermagem71, 297-305.DOI:

Hermann, C. P., Head, B. A., Black, K., Singleton, K. (2020). Preparing nursing students

for interprofessional practice: the interdisciplinary curriculum for oncology palliative care education. Journal of Professional Nursing, 32(1), 62–71.

Keenan, G. M., Lopez, K. D., Sousa, V. E., Stifter, J., Macieira, T. G., Boyd, A. D., & Wilkie, D. J. (2018). A Shovel‐ready solution to fill the nursing data gap in the interdisciplinary clinical picture. International Journal of Nursing Knowledge29(1), 49-58. DOI:

Lepore, D., Dolui, K., Tomashchuk, O., Shim, H., Puri, C., Li, Y., & Spigarelli, F. (2022). Interdisciplinary research unlocking innovative solutions in healthcare. Technovation, 102511. DOI:

Lucrezia, S., Noether, J., & Sochet, A. A. (2021). Standardized work rounds enhance teaming, comprehensiveness, shared mental model development, and achievement rate of end-of-shift goals. Pediatric critical care medicine : A Journal of the Society of Critical Care Medicine and the World Federation of Pediatric Intensive and Critical Care Societies22(4), 354–364. DOI:

Gomez, L. E., & Bernet, P. (2019). Diversity improves performance and outcomes. Journal of the National Medical Association111(4), 383-392.

Poole, C., & Patterson, A. (2021). Fostering the development of professional identity within healthcare education-interdisciplinary innovation. Journal of Medical Imaging and Radiation Sciences52(4), S45-S50. DOI:

Wei, H., Roberts, P., Strickler, J., & Corbett, R. W. (2019). Nurse leaders’ strategies to foster nurse resilience. Journal of Nursing Management27(4), 681-687. DOI:

Yang, C., Wang, W., Li, F., & Yang, D. (2022). A Sustainable, Interactive Healthcare System for Nursing Homes: An Interdisciplinary Design. Sustainability14(7), 4204.DOI

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