Assessment 3: Interdisciplinary Plan Proposal
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Interdisciplinary Plan Proposal
This plan recommends using an interdisciplinary solution to the error of drug error problem as it occurs in the medical-surgical unit at Mount Sinai Hospital. Improved organizational outcomes and patient safety in drug administration were stated goals (Tariq et al., 2024). This assessment is aligned to provide high-quality patient treatment by addressing ways to reduce the chance of medication errors through collaboration between healthcare workers.
Objective and Predictions
The current proposal highlights the alarmingly high rate of pharmaceutical errors in the medical-surgical unit at Mount Sinai Hospital.
Objective
Mount Sinai Hospital’s medical and surgical ward is recommended to have a barcode system and drug reconciliation toolbox to minimize prescription errors by 30% every year (Mistri et al., 2023). As with this mission, the goal is to provide high-quality treatment, which would increase patient safety, motivate personnel, and decrease the likelihood of drug failure.
Questions and Predictions
How will the personnel react when a defined process for medication reconciliation and a barcode scanning system are implemented?
Initially, workers will be resistant because they need to learn new skills and adapt to current methods of operation (Hogerwaard et al., 2023). Nevertheless, staff workers need the resources, training, and encouragement to perform their duties and follow new organizational policies. This came in place with putting patient safety first, will alone be able to induce workers to follow them.
How will the plan’s success be affected by the interdisciplinary collaboration?
It can be fruitful if a different perspective is given and an expert opinion is taken when creating a drug reconciliation protocol and bar scanning process. Consequently, coordination among disciplines is imperative within the strategy (Alghamdi et al., 2023).
What metrics will be used to evaluate the efficacy of the standardized barcode scanning technology and medication reconciliation protocol?
The system and process effectiveness will be based on analyzing quantitative data. Therefore, researchers will observe the number of pharmaceutical errors before and after the m-health system is put in place (Tariq et al., 2024). The study asked staff members to rate their satisfaction with the m-health system and how well it can ensure patient safety overall.
Predictions
The correct support will overcome the first reluctance, and staff will adapt.
Collaboration across disciplines will increase the likelihood of the plan being successful.
Measuring tools that guarantee the intervention’s success can help prove it adapts.
Methods to Determine Success
The pre-and post-implementation rates of reported medication errors compare the standardized medication reconciliation and barcode scanning technology. Reducing medication errors would indicate that the intervention was beneficial, according to Manias et al. (2020). Regularly check in with staff to ensure they use the barcode scanning system and follow the medication reconciliation protocol. The high compliance rates indicate the successful rollout and conversion to regular workflow processing. Manias et al. (2020) surveyed the staff’s thoughts on the new system and protocol. Well-accepted and implemented interventions are indicated in positive comments about the usage of the intervention and about the impression its impact has had on patient safety and overall happiness.
Change Theory and Leadership Strategy
The 8-Step Change Model from Kotter is a way by which one can improve a firm in the long term. Miles et al. (2023) found that the model could unite experts from other disciplines around supporting pharmaceutical safety initiatives by highlighting the problem’s urgency. For example, Mount Sinai Hospital might apply Kotter’s plan and call a meeting of physicians, pharmacists, nurses, and quality improvement specialists to reduce prescription mistakes. When the team follows the model’s steps, it can collaborate or perform the project according to the project plan, from defining the problem to developing a strategy and eventually changing its methods.
Another practical approach is the one based on servant leadership, which places the leader’s devotion to the needs of followers, empathy, and collaboration at the center (Canavesi et al., 2021). A servant leader would prioritize the health and safety of staff and patients at Mount Sinai Hospital, seek out the interdisciplinary group’s thoughts and ideas tackling prescription errors, and ensure that everyone involved had a chance to weigh in on potential solutions. Leadership must always exemplify servant leadership principles, which increase disciplinary collaboration, facilitate team member trust, and engender project buy-in.
Real World Example
In real life, servant leadership has been demonstrated to increase patient safety. The servant orientation principle was applied at Virginia Mason Medical Center and achieved increased staff satisfaction levels and better care overall. Leaders who prioritized employee happiness and participation made sure to ask for feedback, leading to better safety procedures and eliminating errors (Baquero, 2023). Likewise, the leaders at Mount Sinai Hospital could also practice servant leadership by working with the interdisciplinary team to listen to their worries and get them involved in decision-making about how the medication reconciliation toolkit and barcode scanning system will be useful.
Team Collaboration Strategy
A multidisciplinary team at Mount Sinai Hospital is working to reduce medication errors in a focused collaboration. The execution and success of the strategy depend entirely on every team member. Al Anazi (2021) argues that pharmacists will have several responsibilities in the healthcare system, including medication reconciliation, order verification, and pharmaceutical safety teaching. Medications must be administered correctly, and patients must be examined thoroughly and promptly. All concerns or observations must be addressed to the interdisciplinary team and the nursing staff. Doctors love interprofessional rounds because it is a chance to talk about patient care, discuss each other’s prescription orders, and develop new ways of treating patients.
The TeamSTEPPS framework is useful for encouraging teamwork. According to The Agency for Healthcare Research and Quality (2023), team members must communicate well, give each other assistance, and make a cohesive group choice for complex assignments like pharmaceutical mistakes. TeamSTEPPS methods, including debriefs, huddles, and briefs, might help the interdisciplinary team have better situational awareness, coordination, and reduction of mistakes. Suggested is holding daily huddles to discuss patient cases and concerns on medication. This will encourage proactive problem-solving and make sure everyone knows what patient care goals should be (Lin et al., 2022). Fostering a collaborative culture based on principles of evidence-based cooperation will raise the odds of attaining the plan’s aim and improving patient outcomes.
Interprofessional collaboration follows standard practices using communication and clear roles from different fields or specialties. TeamSTEPPS provides tools such as huddles, debriefs, and briefs to help teams coordinate when working on a multitude of projects simultaneously and minimize mistakes (Agency for Healthcare Research and Quality, 2023). The scheduling depends on how frequent the specific issues are. Therefore, it seems that dialogue among patients, care, and pharmaceutical issues leads to the creation of safeguards. After the procedures are implemented and everybody in the team knows what role to play and what responsibility to take, the patients can better coordinate their treatment plans.
Real World Examples
TeamSTEPPS at Mount Sinai Hospital proved it can significantly reduce drug errors. One example is daily huddles, where physicians, pharmacists, and nurses discuss patients’ cases and orders, which can help identify problems quickly. Cleveland Clinic (2024) reported a 30% decrease in the percentage of drug errors following the implementation of organized communication techniques. According to case examples, using more published best practices may allow Mount Sinai Hospital to improve patient safety and the quality of its care.
Organizational Resources
Mount Sinai Hospital would need a lot of staff, machinery, and money to fight prescription errors. Quality improvement professionals, nurses, physicians, and pharmacists must work together to ensure it works so it will be implemented (Tariq et al., 2024). Employees may need training to implement evidence-based pharmaceutical safety practices.
Equipment and Supplies
Investments will be required to hire new IT technologies, such as barcode scanning machines and electronic drug administration records, to administer drugs, improve medication management systems, and reduce medication-related errors (Pelipenko et al., 2024). Some of these resources may already be in the company’s possession, but more funding may be required for training, upgrades, or upkeep.
Access
According to Vos et al. (2020), team collaboration platforms between disciplines, patient records, and relevant departments must be available if communication and coordination are to work. Expenses associated with increasing the existing resources may occasionally occur as good communication security and data-sharing methods are built.
Financial Budget Request
Funds are allotted to cover staff time and resources, acquisition costs, and access fees, as proposed by Zhang and Bohlen (2023). It might seek after the amount from $100,000 to $500,000 according to the level and severity of the intervention. The type of intervention has to be better reflected in the budget for necessary equipment training and follow-up supportive services (Zhang & Bohlen, 2023). Additionally, various grants and institutional budgets will support the project and its participants.
Impacts of Inaction
The harm done includes the loss of a ton of money when plans do not work out. Prescription mistakes are not inconsequential – they can have knock-on effects, impacting a hospital’s reputation, patients’ health, the severity of their cases, and the likelihood of a malpractice lawsuit. The organization is financially responsible if the regulatory body punishes or penalizes them for not providing patients safety (McGraw et al., 2021). Organizational efforts to reduce the likelihood of pharmaceutical errors in many ways can benefit both patients and companies.
Real World Examples
The importance of attacking prescription errors is illustrated by a recent effort at Mount Sinai Hospital to reduce medication error rates using a barcode scanning device. This method has been used at other healthcare facilities and has been shown to reduce the number of errors and deaths they cause. Case in point: Owens et al. (2020) reported that following barcode implementation, pharmaceutical mistake rates at Cleveland Clinic (the worst hospital in Ohio) decreased. These are not only proven methods, but Mount Sinai can improve patient care, protect its name, and limit the likelihood that fines for noncompliance and malpractice will be imposed.
Conclusion
Due to the widespread medication errors, Mount Sinai Hospital has tried to take an interdisciplinary approach. Patient safety cannot be achieved through only a change theory approach; leadership techniques and collaboration are also necessary to increase the organization’s efficiency and reduce the frequency of pharmaceutical errors. Additionally, strategic resource allocation planning and continuous organizational improvement can significantly enhance medication safety practices while ensuring alignment with industry best practices.
References
Agency for Healthcare Research and Quality. (2023). TeamSTEPPS (team strategies and tools to enhance performance and patient safety). Www.ahrq.gov. https://www.ahrq.gov/teamstepps-program/index.html
Al Anazi, A. (2021). Medication reconciliation process: Assessing value, adoption, and the potential of information technology from pharmacists’ perspective. Health Informatics Journal, 27(1), 146045822098727. https://doi.org/10.1177/1460458220987276
Alghamdi, D. S., Alhrasen, M., Kassem, A., Alwagdani, A., Tourkmani, A. M., Alnowaiser, N., Barakah, Y. A., & Alotaibi, Y. K. (2023). Implementation of medication reconciliation at admission and discharge in Ministry of Defense Health Services hospitals: A multicentre study. British Medical Journal Open Quality, 12(2), e002121. https://doi.org/10.1136/bmjoq-2022-002121
Baquero, A. (2023). Authentic leadership, employee work engagement, trust in the leader, and workplace well-being: A moderated mediation model. Psychology Research and Behavior Management, 16, 1403–1424. https://doi.org/10.2147/prbm.s407672
Canavesi, A., & Minelli, E. (2021). Servant leadership: A systematic literature review and network analysis. Employee Responsibilities and Rights Journal, 34(3), 267–289. Ncbi. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8476984/
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Lin, S. P., Chang, C. W., Wu, C. Y., Chin, C. S., Lin, C. H., Shiu, S. I., Chen, Y. W., Yen, T. H., Chen, H. C., Lai, Y. H., Hou, S. C., Wu, M. J., & Chen, H. H. (2022). The effectiveness of multidisciplinary team huddles in healthcare hospital-based setting. Journal of Multidisciplinary Healthcare, 15(15), 2241–2247. https://doi.org/10.2147/JMDH.S384554
Cleveland Clinic. (2024). R.E.D.E. to Communicate® | Cleveland Clinic Experience Partners. Cleveland Clinic. https://my.clevelandclinic.org/departments/patient-experience/depts/experience-partners/licensed-programs/rede-to-communicate
Pelipenko, E. I, D., Dubgorn, A., & Levina, A. (2024). Data-driven management of medicine provision in a health care facility. Contributions to Management Science, 16, 285–308. https://doi.org/10.1007/978-3-031-53614-4_16
Manias, E., Kusljic, S., & Wu, A. (2020). Interventions to reduce medication errors in adult medical and surgical settings: A systematic review. Therapeutic Advances in Drug Safety, 11(1), 1–29. https://doi.org/10.1177/2042098620968309
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Miles, M. C., Richardson, K. M., Wolfe, R., Hairston, K., Cleveland, M., Kelly, C., Lippert, J., Mastandrea, N., & Pruitt, Z. (2023). Using Kotter’s change management framework to redesign departmental GME recruitment. Journal of Graduate Medical Education, 15(1), 98–104. https://doi.org/10.4300/JGME-D-22-00191.1
Mistri, I. U., Badge, A., Shahu, S., Mistri, I. U., Badge, A., & Shahu, S. (2023). Enhancing patient safety culture in hospitals. Cureus, 15(12), 1–7. https://doi.org/10.7759/cureus.51159
Tariq, R. A., & Scherbak, Y. (2024). Medication Dispensing Errors and Prevention. National Library of Medicine; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK519065/
Vos, J. F. J., Boonstra, A., Kooistra, A., Seelen, M., & van Offenbeek, M. (2020). The influence of electronic health record use on collaboration among medical specialties. BioMed Central Health Services Research, 20(1), 676. https://doi.org/10.1186/s12913-020-05542-6
Zhang, R., & Bohlen, J. (2023). Healthcare business budgeting. PubMed; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK589707/
