Hospital management requires an Interdisciplinary approach whereby it involves a range of professionals, who mutually work together to comprehensively deliver a support that meets the needs of the patient as much as possible. According to St-Cyr Bouchard & Saint-Charles (2018), the interdisciplinary approach has the potential to inspire creativity and innovation into patient care, facilitate goal attainment processes, and potentially create increased levels of group conflict. This is achieved by professionals from one or more discipline across the health and none health sector to work together as a team. As a result, the National Patient Safety Program (NPSP) was created to not only target serious adverse events but also create a feedback system to create a culture of safety and teamwork through improved training. Unfortunately, Hospital management in the country is identified as a problem, due to an effect of silo support from the different technical expertise’s as well as due to gap of knowledge” Know-how” to manage hospital. As a result, my work aims to illustrates an improvement plan through interdisciplinary collaboration approach. Whereby, I will use the OFAI methodology, my experiences and literatures review to elaborate the proposal. The improvement proposed in the annex shows the major components of the hospital management ecosystem involved in the execution of interdisciplinary concept, in all level of the organization (technical support at the Head quarter level as well as well people working in the hospital).
Objectives
This project has one objective. It aims to facilitate interdisciplinary collaboration between the medical team leaders, logistic team leaders, and human resources managers (hospital management team) in the context of in-hospital management. As a result, it will aim to improve the planning of hospital constructions and adapted human resources needs. The main outcome with this objective will be to offer efficient and suitable multidisciplinary support to improve their efficiency and their ability to meet patient outcomes. Achieving the objective will go a long way to provide evidence on the adaptability and versatility of interdisciplinary teams in any operating condition and health care situation. It will also form the basis for the creation of future evidence-based practices on the subject matter.
Delegate your assignment to our experts and they will do the rest.
Key Factors for Success
Offering Efficient and Suitable Multidisciplinary Support
There are numerous factors that would influence the achievement of the above goal. As a result, the key factors for success not only suppress them but also facilitate the achievement of said goals. Therefore, to improve the chances of success, the hospital should focus on the following factors. First, it should create a culture of willingness to try new approaches to patient care and hospital management (Curry et al., 2018). Having such a culture will promote the hospital’s management to scale up its level of managerial know-how. Once the information gap has been filled, the management will be more likely to understand the importance of interdisciplinary teams and facilitate their development and integration into the hospital system. It should be noted that there is an inherent implication that assumes that the management will be capable of transforming their newly acquired knowledge into practice.
If the hospital management is successful, a redesign of its human resources structure to respond to the hospital’s diverse needs will be inevitable. After all, it will be like adopting a total quality management perspective of the hospital’s operations and seeking to make improvements at all levels of the organization (Koukoufilippou et al., 2017). If this is done, the hospital stands to benefit in the following ways. First, good relations will create a culture of respect among multidisciplinary teams, which is critical to their success (Soukup et al., 2018). Secondly, the multidisciplinary team will have a clear framework for decision making, follow up and progress of construction among the stakeholder and clear communication flow with satisfactory regularity.
Actions
Offering Efficient and Suitable Multidisciplinary Support
As noted earlier, having the knowledge or the correct approach to solving a patient or management problem is useless if it cannot be applied to real life situations and help achieve positive outcomes, such as meeting the patient outcomes. As a result, meeting the above objective requires taking the following actions.
Openness to share new ideas. Create positive dynamic, strong arguments and challenges to ways of thinking around the new ways of working for hospital management, human resources and construction design (Levy, 2017; Jung et al., 2019).
Investment in staff development. Training to health care managers is redesigned to deliver the tools to manage complex and challenging health settings (Young & Nelson-Gardell, 2018).
A tailored HR structure designed to deliver safe, efficient care, including better hospital management (Wakeman & Langham, 2018; Chambers et al., 2021). (review organigram and Job descriptions to match the profiles with the required knowledge and better staffing).
Create a platform for timely exchange of information and feedback, and validate a comprehensive master plan of construction within the expected timeframe (Hardavella et al., 2017).
Put in place a communication or sensitisation strategy. This starts with a thorough stakeholder analysis - everyone who is affected by the multidisciplinary team.
Debriefings among the multidisciplinary team as strength of continuity.
Create redline for the different objectives
Facilitate the tools and methods for reporting patient safety incident
It should be noted that while the bullet points of actions to be taken above are not exhaustive, they point in the right direction, especially with regards to communications, creating positive dynamics in the interdisciplinary teams, and investing in staff development. While further discussion of these aspects is outside the scope of this assignment, anyone interested can use the citations above as a source for more information.
Indicators
Offering Efficient and Suitable Multidisciplinary Support
If this goal is achieved, the most prescient indicator will be a transformation of the culture of the organization and the interdisciplinary team. For instance, the teams will have positive dynamics and be more open to sharing and implementing new ideas. Secondly, the training of the staff will provide a return on investment (ROI) by improving the efficiency at the workplace and the achievement of patient outcomes (Stroud et al., 2017). Thirdly, the interdisciplinary teams will create a platform for the timely exchange of information and a comprehensive master plan of constructions within the expected timeframe. Lastly, there will be a communication or sensitisation strategy. This starts with a thorough stakeholder analysis - everyone who is affected by the multidisciplinary team. Note that while descriptive, these indicators are not exhaustive as doing that is beyond the scope of this paper.
| Objective | Key Factor for Success | Actions | Indicators |
|
FACILITATE INTERDISCIPLINARY COLLABORATION Medical team leader, logistic team leader, Human resources manager (hospital management team) In the context: In-hospital management, improving the planning of hospital construction and allocation of adapted human resources needs. Objective: To offer efficient and suitable multidisciplinary support to improve efficiency and better patient outcome. |
• Create a culture of willingness to try new approach and new hospital management designee • Scale up the level of hospital managerial know-how. • Redesign Human resources structure to respond to the hospital need. • Create good relations and a culture of respect among multidisciplinary team. • Multi-disciplinary team produce a comprehensive plan for hospital construction or expansion. • Clear framework for decision making, follow up and progress of construction among the stakeholder. • Clear communication flow with satisfactory regularity among multidisciplinary. • Developing positive initiative towards a better outcome for patients |
• Openness to share new ideas. Create positive dynamic, strong arguments and challenges to ways of thinking around the new ways of working for hospital management, human resources and construction design. • Investment in staff development. Training to health care managers is redesigned to deliver the tools to manage complex and challenging health settings (hospital). • A tailored HR structure designed to deliver safe, efficient care, including better hospital management. (review organigram and Job descriptions to match the profiles with the required knowledge and better staffing). • Create a platform for timely exchange of information and feedback, and validate a comprehensive master plan of construction within the expected timeframe. • Put in place a communication or sensitisation strategy. This starts with a thorough stakeholder analysis - everyone who is affected by the multidisciplinary team. • Debriefings among the multidisciplinary team as strength of continuity. • Create redline for the different objectives • Facilitate the tools and methods for reporting patient safety incident |
The most prescient indicator will be a transformation of the culture of the organization and the interdisciplinary team The training of the staff will provide a return on investment (ROI) by improving the efficiency at the workplace and the achievement of patient outcomes (Stroud et al., 2017). The interdisciplinary teams will create a platform for the timely exchange of information and a comprehensive master plan of constructions within the expected timeframe. There will be a communication or sensitisation strategy. This starts with a thorough stakeholder analysis - everyone who is affected by the multidisciplinary team. |
Conclusion
In summary, my work has illustrated an improvement plan through interdisciplinary collaboration approach. Using the OFAI methodology, my experiences and literatures review to elaborate the proposal, the improvement proposed in the annex has shown that the major components of the hospital management ecosystem involved in the execution of interdisciplinary concept, in all level of the organization (technical support at the Head quarter level as well as well people working in the hospital). Therefore, if the hospital is to achieve any of the above objectives, it should consider implementing my recommendations.
References
Chambers, J. E., Roscoe, J. N., Berrick, J. D., Lery, B., & Thompson, D. (2021). Safely increasing connection to community-based services: a study of multidisciplinary team decision making for child welfare referrals. Child maltreatment , 1077559521992127.
Curry, L. A., Brault, M. A., Linnander, E. L., McNatt, Z., Brewster, A. L., Cherlin, E., ... & Bradley, E. H. (2018). Influencing organisational culture to improve hospital performance in care of patients with acute myocardial infarction: a mixed-methods intervention study. BMJ quality & safety , 27 (3), 207-217.
Hardavella, G., Aamli-Gaagnat, A., Saad, N., Rousalova, I., & Sreter, K. B. (2017). How to give and receive feedback effectively. Breathe , 13 (4), 327-333.
Jung, J., Grim, P., Singer, D. J., Bramson, A., Berger, W. J., Holman, B., & Kovaka, K. (2019). A multidisciplinary understanding of polarization. American Psychologist , 74 (3), 301.
Koukoufilippou, J., Bobos, G., Bogri, D., Vasilakopoulou, V., & Koinis, A. (2017). The total quality management system as a prospect for the Greek hospital. Archives of Hellenic Medicine , 34 (3), 327-333.
Levy, M. (2017, June). Design thinking in multidisciplinary learning teams: Insights from multidisciplinary teaching events. In International Conference on Advanced Information Systems Engineering (pp. 101-109). Springer, Cham.
Soukup, T., Lamb, B. W., Arora, S., Darzi, A., Sevdalis, N., & Green, J. S. (2018). Successful strategies in implementing a multidisciplinary team working in the care of patients with cancer: an overview and synthesis of the available literature. Journal of multidisciplinary healthcare , 11 , 49.
St-Cyr Bouchard, M., Bouchard, C., Oestreicher, J. S., Simon, A. and Saint-Charles, J. (2014). The practice of transdisciplinarity in ecosystem approaches to health. VertigO , 19 (out-of-series).
Stroud, J. M., Jenkins, K. D., Bhandary, S. P., & Papadimos, T. J. (2017). Putting the pieces together: the role of multidisciplinary simulation in medical education. International Journal of Academic Medicine , 3 (1), 104.
Wakeman, D., & Langham Jr, M. R. (2018, April). Creating a safer operating room: Groups, team dynamics and crew resource management principles. In Seminars in pediatric surgery (Vol. 27, No. 2, pp. 107-113). WB Saunders.
Young, T. L., & Nelson-Gardell, D. (2018). A grounded theory study of collaboration in multidisciplinary teams. Journal of Public Child Welfare , 12 (5), 576-595.
