Student Name
Capella University
NURS-FPX4005 Nursing Leadership: Focusing on People, Processes, and Organizations
Prof. Name
Date
Interdisciplinary Plan Proposal
Nurse burnout within the intensive care unit (ICU) at Green Valley Care—a large urban Level 1 trauma center—poses a critical challenge to both staff well-being and patient outcomes. Factors such as high patient acuity, prolonged shifts, and ongoing emotional demands contribute significantly to this issue (Jun et al., 2021). In response, this proposal outlines a targeted interdisciplinary plan that integrates mental health initiatives, flexible scheduling, and standardized communication methods to reduce burnout and promote sustainable improvements. Through collaborative efforts among healthcare professionals, the plan aims to enhance both employee satisfaction and the quality of patient care.
Objective
The primary objective of this proposal is to implement an interprofessional strategy that addresses the root causes of nurse burnout. The approach emphasizes enhancing communication, expanding access to mental health support, and introducing adaptable scheduling practices. Achieving these goals is expected to yield substantial benefits, including increased nurse retention, decreased medical errors, and the promotion of a more cohesive work environment. By strengthening workforce engagement and resilience, the quality of care delivered to patients will improve, aligning with organizational priorities for safety and effectiveness.
Questions and Predictions
To guide implementation, several key questions and anticipated outcomes have been identified:
| Question | Prediction |
|---|---|
| How will interdisciplinary teams affect nurse workloads? | While collaboration may require additional meetings initially, streamlined workflows will reduce redundancy and workload. |
| What mental health resources are needed? | Access to counseling, peer support programs, and professional workshops are essential for nurse wellness. |
| How will flexible scheduling impact care delivery? | It will reduce fatigue and enhance focus, thereby improving consistency and safety in patient care. |
| What are the measures of success for this plan? | Burnout rates, retention levels, patient outcomes, and teamwork effectiveness will be evaluated regularly. |
Change Theories and Leadership Strategies
Kurt Lewin’s Change Theory
Kurt Lewin’s Change Management Model offers a structured path for implementing systemic change at Green Valley Care. The unfreezing phase involves raising awareness about the negative impacts of burnout, creating motivation for reform. In the changing phase, interdisciplinary teams will introduce practical interventions such as mental health services, flexible shift models, and SBAR-based communication. Finally, in the refreezing stage, these changes will be integrated into everyday hospital operations through ongoing monitoring and feedback mechanisms. This cyclical model encourages staff participation and ensures that improvements become a permanent part of organizational culture (Stanz et al., 2021).
Transformational Leadership Strategy
Transformational leadership will serve as a foundational element in addressing burnout by promoting a positive and inspiring work culture. Leaders will employ individualized consideration to provide support tailored to the emotional and professional needs of ICU staff, such as through mental health resources and personal scheduling flexibility. Inspirational motivation will be leveraged to unify the team around a shared goal of burnout reduction, while intellectual stimulation will encourage creative, team-led solutions to common workplace stressors. This approach not only empowers staff but also fosters trust and commitment across disciplines, strengthening the hospital’s culture and patient outcomes (Ystaas et al., 2023).
Team Collaboration and Resource Planning
Team Collaboration Strategy
The interdisciplinary team assembled at Green Valley Care includes ICU nurses, nurse managers, hospital administrators, and mental health professionals. Each group holds a distinct but complementary role:
| Team Member | Role and Contribution |
|---|---|
| Nurse Managers | Oversee implementation, facilitate scheduling, and monitor burnout levels monthly. |
| ICU Nurses | Provide real-time feedback, participate in mentorship, and support team engagement. |
| Mental Health Professionals | Offer biweekly wellness workshops and provide confidential counseling. |
| Hospital Administrators | Assess staffing needs quarterly and analyze data to guide resource allocation. |
Two evidence-based strategies support this collaboration: SBAR and Solution-Focused Brief Therapy (SFBT). The SBAR communication tool enhances clarity during transitions of care, reducing the risk of miscommunication, which is a known contributor to nurse stress (Mulfiyanti & Satriana, 2022). Meanwhile, SFBT provides nurses with cognitive tools that focus on resolution rather than problem amplification, helping them develop constructive coping mechanisms (Kong et al., 2024). Together, these tools encourage open dialogue and team cohesion.
Required Organizational Resources
Successful implementation depends on strategic resource allocation, involving both personnel and financial planning. Existing infrastructure such as counseling rooms and electronic scheduling platforms can be leveraged, while some additional investments will be necessary. A summary of required resources is outlined below:
| Category | Resources Needed |
|---|---|
| Human Resources | ICU nurses, nurse managers, administrators, mental health professionals |
| Mental Health Support | External counselors (\$100–\$150/session), wellness workshops, peer training programs |
| Training and Communication | SBAR training modules, mentorship training (\$500–\$1,000/year) |
| Technology and Data Access | Use of existing hospital software for scheduling, surveys, and performance tracking |
| Estimated Annual Cost | \$10,000–\$15,000 for external services and program support |
Failure to adopt this plan could have significant long-term consequences. Unchecked burnout is likely to result in elevated turnover, increased costs from recruitment and training, and a rise in medical errors. These outcomes not only degrade care quality but may also subject the institution to reputational damage and legal liability (Jun et al., 2021). Proactively addressing burnout ensures workforce stability and enhances the hospital’s standing as a safe, supportive care environment.
References
Jun, J., Ojemeni, M. M., Kalamani, R., Tong, J., & Crecelius, M. L. (2021). Relationship between nurse burnout, patient and organizational outcomes: Systematic review. International Journal of Nursing Studies, 119, 103933. https://doi.org/10.1016/j.ijnurstu.2021.103933
Kong, Y., Zhang, Y., Sun, P., Zhang, J., Lu, Y., Li, J., & Zheng, Y. (2024). Interdisciplinary cooperation with solution-focused brief therapy to reduce job stress, burnout, and coping in Chinese nurses: A randomised controlled trial. Heliyon, 10(22), e40138–e40138. https://doi.org/10.1016/j.heliyon.2024.e40138
Mulfiyanti, D., & Satriana, A. (2022). The correlation between the use of the SBAR effective communication method and the handover implementation of nurses on patient safety. International Journal of Public Health Excellence (IJPHE), 2(1), 376–380. https://doi.org/10.55299/ijphe.v2i1.275
Stanz, L., Silverstein, S., Vo, D., & Thompson, J. (2021). Leading through rapid change management. Hospital Pharmacy, 57(4), 422–424. https://doi.org/10.1177/00185787211046855
Ystaas, L. M. K., Nikitara, M., Ghobrial, S., Latzourakis, E., Polychronis, G., & Constantinou, C. S. (2023). The impact of transformational leadership in the nursing work environment and patients’ outcomes: A systematic review. Nursing Reports, 13(3), 1271–1290. https://doi.org/10.3390/nursrep13030108