The goal of the implementation of this interdisciplinary plan is to come up with strategies that will help eradicate the issue of health disparities in health institutions (CFAR, Inc., Tomasik, J., & Fleming, C. 2015). Most managers are faced with difficulties during the implementation of such organizational strategies on their own. Human and financial resources must, therefore, be managed effectively for the goal to be achieved. Strategy implementation will be made more accessible through some factors that work together that are financial support and interest of managers. The senior managers are in charge of managing people within health care organizations. They have the responsibility of assigning roles relevant to the accomplishment of the plan. They must also ensure that the workplace is safe, competent enough, fair compensation, progressive development and training, and performance appraisal. A team that considers employees as long-term will also allocate financial resources to improve value.
Financial resources will be allocated towards the plan through a budget. Therefore, the interdisciplinary team will have the task of designing a budget of all requirements for the implementation of the program (Kolakowski, D. 2016). Budgeting helps to determine the needed resources and their usage. The team will also use the budget to manage the rest of the other annual expenditures. The information in the budget will assist the team in comparing actual expenses as they take place during the implementation of the plan. The relevant stakeholders within the health planning will have to be strategically involved for them to get prepared and support it. Failure to not engaging all relevant stakeholders in the budgeting process will make the team misalign the allocation of resources and health priorities. Just like there are other organizational ways of delivering services to the general public, the plan can also be financed. The success of the implementation plan depends much on the proper management of resources. Misuse of financial support will lead to failure.
Objective
The objective of this paper is to establish how interprofessional collaboration will work towards the goal of reducing the health disparities gap systematically. Interprofessional collaboration is considered to be the foundation required by medical caregivers for them to be able to support the specific needs of patients as well as reducing health disparities.
Prediction for Evidence-based plan
The project is scheduled to be completed within ten months due to the complications of the matter at hand. The human resources will have to be informed of any changes in their daily activities in preparation for their new tasks. The multidisciplinary team will have to accept the plan for them to be actively engaged. Acceptance could take at least the first two months, and another two months to acquire the other financial and physical resources. The working schedules for the team will be prepared for the next one month. Preparation is essential so that the current activities within the organization are not interrupted. The few individuals chosen to work collaboratively will take another month to be trained on how to work. They will also learn new skills that will enable them to meet the organizational goal. During this time, the organization will even convince the staff members to support upcoming changes. The remaining three months will be used to plan, implement, and evaluate the changes. The inter-disciplinary team will determine how cases of hospital disparities can be reduced as each individual will complete their assigned roles.
Interprofessional collaborations have proved to be the determinant of how patients receive treatment. A more comprehensive team of healthcare professionals with different care backgrounds will treat even unforeseen symptoms in a patient instead of just the main issue (Conner, B. T. 2014). This mostly applies to patients whose conditions can get worse due to a health disparity issue. Through interprofessional collaborations, patients can see different professionals at the same place. Thus his or her particular needs are met at a personal level.
Change management theory and leadership strategy
The work environment will always keep changing; therefore, organizations should be able to survive any situation through its complex adaptive systems. Complex systems of adaptation within the healthcare organizations depict the different extent of agreement and complexity among other disciplines like leadership (Robert Johnson Wood Foundation. 2014). The implementation plan will apply Lewin’s Change Management Theory, a standard theory used for the transformation of care by nurses within various areas for quality enhancement in projects. Lewin’s theory suggests that teams are generally influenced through restraining obstacles that oppose driving forces meant to keep the status quo or positive change forces that make changes happen. A three-step model is implemented when changing the status quo, which is needed by organizations for the execution of the proposed amendment, (McNamara, D. A., Rafferty, P., & Fitzpatrick, F. 2016). Inherence in interprofessional collaboration makes the implementation of the change difficult as every discipline should share comprehension of the similarities and a joint base for the change process. Training is meant to maintain an impact, but since perspectives and language are different, professionals find it challenging to get a common ground for proper comprehension.
Evidence-based communication strategies
In the recent past, most healthcare organizations worldwide have set the advancement of safety and quality outcomes as a priority. Interprofessional teams should communicate effectively to promote reliable and safe patient care. Communication among health care teams must be improved under the every-changing medical and social conditions. Some of the evidence-based practices that can promote discussion and increase outcomes include implementing a comprehensive team communication method with a communication tool, like the Situation, Background, Assessment, Recommendation (SBAR) method. Staff members will also be trained in better communication skills. Leadership within the organization will make communication strategies more visible by setting expectations while investing in support systems. Leaders at all organizational levels ought to promote patient-centered communication provision of quality and safe care.
Conclusion
Teamwork as well as communication when implemented, they result in more efficiency. Ineffective communication within interprofessional teams leads to patient adverse events. Methods of implementation and interventions become instrumental when preventing negative patient results. Effective medical practice should focus on both the social and technological issues. Excellent communication boosts collaboration while avoiding errors. Therefore, healthcare facilities should assess potential barriers to poor communication and offer outlets diligently to foster team collaboration. By addressing the health disparity issue, most healthcare organizations will have a chance of enhancing their patient and system outcomes.