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The plan’s implementation is intended to improve the collaboration among the interdisciplinary team so that the standard of care provided by the hospital can be improved. To improve teamwork among experts, the major strategy relies on Lewin’s three-stage theory of change and leadership effectiveness (Miller et al., 2021). As a result, a multidisciplinary approach for interdisciplinary collaboration will improve the quality of care provided, lessen the burden on workers, and boost the satisfaction of both providers and those receiving care. As the population ages and the healthcare system expands, the need for and significance of nurses will only grow. Certain methods are needed to recruit more nurses and educate them effectively. Certain methods are integrated into the module to satisfy the requirement. This need is seldom reached for several reasons, including problems in precisely and adequately providing people with their rights under adverse conditions, a pay scale beyond their job level, and the task is very demanding and seemingly always unsuccessful (Leipzig et al., 2020). For this, Lewin’s Theory will be discussed further in this study.
The primary objective of this strategy is to promote cooperative work among professionals whose advice is essential in providing services to the patients by altering the current structure of their workplace. These adjustments to the hospital will enhance care for the patients, shorten their stays, and ease the burden on the nurses. Specialists will need to put in more time at the beginning of the plan’s execution as they take on new responsibilities, including studying problems, proposing solutions, and scheduling extra meetings. However, after it is fully implemented, the burden will drop because of the accurate timetable and the elimination of delays (Krumholz et al., 2019). It will improve the interdisciplinary collaboration among the healthcare team which is beneficial for the patients.
Initial plan execution will also be accompanied by a decline in employee satisfaction with the system improvements owing to the increasing effort. People working through the transition will appreciate the new communication system for its ease of use. These findings corroborate the findings of Hermann et al. (2020) that a more clearly defined division of labor and, thus, less time spent with patients led to greater satisfaction among staff members. Because they take effort and time, professionals may first dismiss the value of collaborating with one another and holding regular meetings. Therefore, identifying the weaknesses of the present communication system and fixing them, as well as getting staff to work together, will be the most difficult part of putting the plan into action (Hermann et al., 2020).
Transformational leadership methods and the theory of change developed by Lewin are the best tools for carrying out the strategy (Orchard et al., 2018). As a first step in unfreezing, leaders should provide evidence of how inefficient the status quo is and motivate staff to look for problems. In this situation, it’s important for the manager to put together a group of workers and focus on their specific concerns. During conversations, Ms. Henna expressed frustration that her patients’ treatment had to be postponed because other doctors had taken too long to examine them. At the same time, medical professionals like endocrinologists and orthopedic surgeons might complain about being distracted from their duties (Headrick et al., 2018).
The second step for a leader to do to encourage teamwork is to let professionals (such as nurses and physicians) highlight their expertise and learn from the experiences of others at team meetings. To provide better care for patients, it is necessary to pool resources and expertise to create new routines, roles, guidelines, and channels of communication. Educating, coaching, communicating, and presenting the concept and adjustments were all part of this phase in the paper by Batterman et al. (2019). In the last phase of refreezing, the transformational leader might display transactional leadership skills by employing punishment and incentives to preserve the new order established by the team. The plan’s aim, better care for the aged, will be realized via the establishment and reinforcement of a new collaborative value system and work structure (Batterman et al., 2019)
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