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.
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.
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.
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.
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 impor
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