Discussion: Evaluating Interdisciplinary Collaboration Skills

The achievements of an organization are the results of the combined effort of each individual.

—Vince Lombardi

Collaboration is a critical component of quality improvement. It is also a central tenet of your endeavors as a scholar-practitioner in this Walden University Master’s program. To succeed in your role as a nurse leader-manager, it is important to engage in ongoing development of collaborative skills and to help foster a culture that values collaboration.

In Weeks 1 and 2 of this course, you analyzed your strengths and considered how to leverage these strengths for effective leadership. In a similar vein, this week you evaluate your strengths and areas for growth with regard to interdisciplinary collaboration.

To prepare:

Review the competencies described in the Interprofessional Education Collaborative report and in Chapter 9 of the Hickey and Brosnan text.

As you reflect on the competency statements outlined for each domain, think about which ones reflect your strengths. Which competency statements point to areas for growth?

Consider the benefit of working with interdisciplinary teams for addressing quality improvement initiatives.

Conduct a search of the literature and select at least one article that illustrates the benefits of interprofessional collaboration for nurse leader-managers as it relates to improving quality.

Note: Think about a potential connection between the concepts presented throughout this course (i.e. systems-level change, quality, etc.), and a Practicum Project that you might focus on in NURS 6600. Consider how you might use interprofessional collaboration in your practicum setting.

Post an analysis of your strengths and areas for growth related to interprofessional collaboration competencies. Explain the benefits of interprofessional collaboration for meeting quality improvement goals. Support your response with examples from current literature.

Read a selection of your colleagues’ responses.

Respond to at least two of your colleagues on two different days suggesting strategies for developing interprofessional competencies. Support your suggestions with evidence from current literature and personal experience.

Required Readings

Hickey, J. V., & Brosnan, C. A. (2017). Evaluation  of health care quality in for DNPs (2nd  ed.). New York, NY: Springer Publishing Company.

Chapter 11, “Health Care Teams” (pp. 227-264)

This chapter focuses on the function of teams within health care with particular focus on methods of evaluation.

Bainbridge, L., Nasmith, L., Orchard, C., & Wood, V. (2010). Competencies for interprofessional collaboration. Journal of Physical Therapy Education, 24(1), 6–11. 

Retrieved from the Walden Library databases.

The authors of this article put forth a competency framework for interprofessional collaboration that can be used by various stakeholders. The framework consists of six competencies and the authors also provide detailed descriptions of the associated skills each competency requires.

Braithwaite, J., Westbrook, M., Nugus, P., Greenfield, D., Travaglia, J. Runciman, W. … Westbrook, J. (2012). A four-year, systems-wide intervention promoting interprofessional collaboration. BMC Health Services Research, 12(1), 99–106.

Retrieved from the Walden Library databases.

This article examines strategies and challenges of working to improve interprofessional collaboration. The benefits of this type of teaming are also discussed.

Petri, L. (2010). Concept analysis of interdisciplinary collaboration. Nursing Forum, 45(2), 73–82.

Retrieved from the Walden Library databases.

This literature review explores the meaning of interdisciplinary collaboration and identifies important antecedents and attributes of the process.

Shor, R. (2010). Interdisciplinary collaboration between social workers and dieticians in nutrition education programs for children-at-risk. Social Work in Health Care, 49(4), 345–361.

Retrieved from the Walden Library databases.

The author of this article focuses on the importance of establishing interdisciplinary collaborative partnerships in order to meet community needs. The article addresses common issues that arise during the establishment of these relationships and outlines solutions.

 Interprofessional Education Collaborative Expert Panel. (2011). Core competencies for interprofessional collaborative practice: Report of an expert panel. Retrieved from http://www.aacn.nche.edu/education-resources/ipecreport.pdf

Numerous organizations in multiple disciplines worked together to develop these core competencies for interprofessional collaboration.

As addressed in this week’s Learning Resources, an organization’s philosophy statement derives from its mission and indicates the values and beliefs that steer decision making. An organization’s philosophy statement should be used to develop goals and objectives that lead to assured action.

As effective organizations recognize, “setting specific goals in a clear and compelling way—and insisting that people work together to achieve them—is the best way to get results” (Ashkenas, 2012, para. 9).

This Discussion builds on the Week 2 Discussion 2, as you create a philosophy statement, goals, and objectives for Mountain View Health Center, the organization featured in the case study introduced last week.

You will continue to work within the same small group. Note: You will develop an individual philosophy statement, goals, and objectives independently. Through the collegial exchange that follows, you will offer each other suggestions for refinement.

To prepare:

Review information on philosophy statements, goals, and objectives in Chapter 7 of the Marquis and Huston text and in the other Learning Resources.

Review the Mountain View Health Center case study presented in this week’s media, and reflect on the mission and vision statements you developed for Discussion 2 in Week 2.

Conduct additional research as necessary to strengthen your understanding of the process for creating a philosophy statement and developing goals and objectives and to deepen your thinking about the organization. For instance, you may research organizations with similarities to Mountain View and examine their philosophy statements, goals, and objectives.

Draft a philosophy statement for Mountain View Health Center.

Craft at least one goal and at least one related objective to operationalize the philosophy.

Consider what you have learned about the importance of the philosophy statement and the process of developing one, as well as the significance of and distinctions between goals and objectives.

Post a philosophy statement for Mountain View Health Center, at least one goal, and at least one related objective. Offer insights you have gained about the process of developing a philosophy statement, as well as the significance of and distinctions between organizational goals and objectives.

Read a selection of your colleagues’ responses. Consider the following:

Are the philosophy statements, goals, and objectives clearly written and easy to understand?

How well does the philosophy statement align with the mission and vision statements posted in Discussion 2 of Week 2? Does it reflect accepted values of the organization?

Are the goals and objectives specific, measureable, attainable, relevant, and time-bound?

How well do the philosophy statements, goals, and objectives reflect the stakeholders?

Respond to at least two of your colleagues on two different days by evaluating the strengths and weaknesses of their philosophy statements, goals, and objectives. Suggest opportunities for refinement.

Required Readings

Cara, C. M., Nyberg, J. J., & Brousseau, S. (2011). Fostering the coexistence of caring philosophy and economics in today’s health care system. Nursing Administration Quarterly, 35(1), 6–14.

Retrieved from the Walden Library databases.

The article addresses caring as a part of mission and philosophy and the benefits of this for nursing satisfaction and performance, patient satisfaction, quality of care, and cost reduction.

Lorenzi, N. M. (2011). AMIA’s realigned strategic plan. Journal of American Medical Informatics Association, 18(2), 203–208.

Retrieved from the Walden Library databases.

As you read this article, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Kenny, G. (2012). From the stakeholder viewpoint: Designing measurable objectives. Journal of Business Strategy, 33(6), 40–46.

Retrieved from the Walden Library databases.

Measurable objectives are an important part of the strategic planning process, yet many organizations struggle with formulating good objectives. In this article, the author suggests strategies for developing better objectives, which will then facilitate the planning process.

Urbanski, J., Baskel, M., & Martelli, M. (2011). Strategic planning—A plan for excellence for South Haven Health System. Nursing Administration Quarterly, 35(3), 227–234.

Retrieved from the Walden Library databases.

The article addresses stakeholder involvement as a key component of South Haven Health System’s success in strategic planning and describes how the system develops goals and objectives.

 Lloyd-Jones, D. M., Hong, Y., Labarthe, D., Mozaffarian, D., Appel, L. J., Van Horn, L., . . . Rosamond, W. D. (2010). Defining and setting national goals for cardiovascular health promotion and disease reduction: The American Heart Association’s strategic impact goal through 2020 and beyond. Retrieved from http://circ.ahajournals.org/content/121/4/586.full.pdf+html

As you read this report, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Required Media

 Laureate Education (Producer). (2013b). Case study: Mountain View Health Center [Interactive media]. Retrieved from CDN database. (NURS 6241)

This interactive multimedia piece presents a case study of an organization, with information about the types of activities performed there, organizational structure, strategic priorities, and financial allocations. You will use this as a resource for this week’s Discussion.

Optional Resources

Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Chapter 7, “Strategic and Operational Planning” (pp. 138–161)

Review as needed.

Sare, M., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care.Sudbury, MA: Jones and Bartlett.

Chapter 7, “The Three Key Elements of the Strategic Planning Process: A Vision That Guides Nursing’s Future Action” (pp. 117–143)

Review as needed, focusing on the information about goals and objectives.

Kramer, M., Schmalenberg, C., & Maguire, P. (2010). Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nursing Administration Quarterly, 34(1), 4–17.

Retrieved from the Walden Library databases.

The authors discuss the clinical environment of nursing and the leadership practices needed to promote quality patient care outcomes.

Discussion: Workflow Modeling

Workflow modeling is widely used throughout many different types of businesses, including health care organizations, to visually summarize the steps of complex processes and systems. When constructing a workflow model, it is important to ensure that the model accurately reflects the actual steps in a process.

In this Discussion, you consider a case study of a health care clinic and its process for ordering medical supplies. You then examine a workflow model that is meant to reflect that process and analyze the model’s accuracy based on the information in the case study. You also analyze the importance of accurate workflow modeling and consider strategies for creating accurate workflow models for health care processes.

Case Study:

Deerborne Dialysis is a local dialysis clinic that is part of a larger health care network, Buckeye Health. Buckeye Health executives have recently been examining the processes by which organizations within the network manage their supplies. Deerborne Dialysis was identified as an exemplary model of efficient supply management, and Buckeye Health executives have requested a workflow model of how Deerborne Dialysis handles their supply management process.

Sharon is the nurse who oversees the process of ordering and stocking supplies for Deerborne Dialysis. She knows the process well and developed a description of the steps in the supply management process. First, Sharon conducts a daily check of the supplies in the storage room. If there is a supply that is running low, Sharon submits an order to the medical supplier. When the clinic receives the shipment, Sharon unpacks the shipment and cross-checks the supplies that were shipped with the supplies that were ordered. If there is a discrepancy, the entire shipment must be returned to the medical supplier, who then rushes a new shipment to the clinic to be received the next day. If there is no discrepancy, or once the new shipment is received, unpacked, and cross-checked, Sharon stocks the shelves in the storage room and gives the supply bill to the clinic’s accountant, who ensures that the medical supplier receives payment.

Sharon has created the following workflow model to reflect the steps she goes through to manage the clinic’s inventory of supplies:

To prepare:

• Review the case study above and examine the workflow model that is meant to reflect the process described in the case study.
• Identify problems with the workflow model. How could the model be revised to be more accurate, clear, and effective?
• Reflect on the importance of creating an accurate workflow model of health care processes. What are the challenges involved in workflow modeling? What are the consequences of inaccurate workflow models?
• Consider strategies that you can use to ensure that workflow models are effective and accurate.

With these thoughts in mind:

Postby tomorrow 9/27/16 a minimum of 550 words essay in APA format with 3 references (References must come from the list provided in the instruction area), addressing the level one headings as numbered below:

1) A summary of at least three specific problems you identified in the workflow model.

2) Describe how the model could be revised to address those problems.

3) Analyze the importance of accuracy and clarity in workflow modeling, and describe at least one strategy you plan to use to ensure that the workflow models you create are accurate and clear.

Required Readings

Dennis, A., Wixom, B. H., & Roth, R. M. (2015). Systems analysis and design (6th ed.). Hoboken, NJ: Wiley.

• Chapter 5, “Process Modeling” (pp. 153–186)

 This chapter introduces the most common process-modeling techniques. In particular, there is emphasis on the data flow diagram and how it is developed and used.

Helmers, S. (2011). Microsoft Visio 2010 step by step. Sebastopol, CA: O’Reilly.

• Chapter 3, “Adding Sophistication to your Drawing” (pp. 69–110)

 This chapter focuses on creating a diagram that is both professional and accurate. Topics covered include adding and using text boxes, inserting fields, and grouping shapes.

• Chapter 4, “Drawing the Real World: Flowcharts and Organization Charts” (pp. 111–142)

 The focus of this chapter is creating accurate flowcharts and organization charts. It explains how to create and use swimlanes. It also covers the development of organization charts and how they can be stylized.

• Chapter 5, “Adding Style, Color, and Themes” (pp. 143–170)

 This chapter demonstrates how to change the color, types of lines, and over all format of a drawing. It also covers the use of Visio themes.

Benyoucef, M., Kuziemsky, C., Rad, A. A., & Elsabbahi, A. (2011). Modeling healthcare processes as service orchestrations and choreographies. Business Process Management Journal, 17(4), 568–597.

Retrieved from the Walden Library databases.

 Remodeling health IT systems for optimal health care delivery requires an assessment of both the health care organization and the usability of the available technology. This article evaluates ways of combining web-service-based health care processes to best suit the needs of service-specific health care organizations.

Unertl, K. M., Weigner, M. B., Johnson, K.B., & Lorenzi, N. M. (2009). Describing and modeling workflow and information flow in chronic disease care. Journal of American Medical Informatics Association, 16(6), 826–836.

Retrieved from the Walden Library databases.

 This article evaluates how workflow and work practices in chronic disease care can be improved through the use of informatics tools. It also focuses on studies that discern potential real-world benefits of health information technology (HIT).

Vankipuram, M., Kahol, K., Cohen, T., & Patel, V. L. (2011). Toward automated workflow analysis and visualization in clinical environments. Journal of Biomedical Informatics, 44(3), 432–440.

Retrieved from the Walden Library databases.

 In this article, the authors offer a framework for improving workflow analysis. It combines cognitive decision making, movement, and interaction and communication. The authors used a combination of qualitative and quantitative research practices to gather the data for analysis.

Required Media

Laureate Education, Inc. (Executive Producer). (2012d). A workflow diagram. Baltimore, MD: Author.

 This multimedia piece continues to build on the scenario introduced in Week 1. In this segment, the health care facility creates a workflow diagram with assessment that maps the current workflow.

 Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO using Kaltura and PowerPoint.

Note: The assessments in this course are presented in sequence and must be completed in order. Organizations are required to demonstrate outcomes as a condition of participation for government and some private payers. The balanced scorecard is a methodology used to complete an implementation plan for the strategy and as a method measure results against predetermined benchmarks.

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:

· Competency 2: Develop a strategic organizational plan that provides human and financial resources to support targeted organizational outcomes.

1. Present operational recommendations and strategic control mechanisms including goals, objectives, resources, and action steps.

1. Define critical success indicators that allow an organization to measure success in implementing the strategy.

. Competency 3: Recommend an organizational structure and design to optimize a strategic plan.

2. Propose a strategic plan to optimize outcomes and mitigate risks in an organization.

. Competency 4: Communicate in a manner that is scholarly, professional, and consistent with expectations for professionals in health care administration.

3. Create a visually pleasing professional presentation tailored to a specific audience that uses charts and/or images that support the content.

3. Communicate persuasively and clearly in a limited time frame.

·

Context

Today, in health care management, there is an appropriate emphasis on outcomes and results. However, in the specific case of strategic management, we often say that the process of strategic thinking is more important than the product—the plan. In health care, the product is actually the service of care delivery.

Strategic thinking is a challenging and exciting task for healthcare leaders. It requires experienced health care executives to think creatively and reserve judgment of new ideas.

The Assessment 4 Context document contains important information about the following topics related to successful implementation of strategic plans:

. Decision making methodologies.

. Culture, structure, and value chain.

. Implementation strategies.

. Change strategies.

. Strategic control.

.

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

. What role does a TOWS analysis play when looking for some strategic alternatives?

. What is a value differentiation strategy?

8. How would you use it and why?

. If you were looking for a marketing strategy, how would you determine which market entry strategy would provide the quickest entry into the market?

9. What advantages might the slowest strategy offer?

. What changes first: Strategy or structure?

. What role does consumerism play in marketing a service?

. Does your health organization operate as a consumerism-driven service? If so, how does this affect the organization?

. What issues do hospital leaders face in responding to a disaster from the perspective of human resources, legal, and financial issues?.

13. What, if anything, is a local hospital required to do in response to a disaster?

. What are the primary differences in the human resources strategies needed for expansion, contraction, and maintenance of scope?

. Which type of adaptive strategy is the most difficult to implement from a human resources perspective? Why?

. What is the linkage between the internal environment and value-adding service delivery and support services.

16. What would be a good example of this in your own health care organization?

Required Resources

The following resources are required to complete the assessment.

Recording a Presentation

This assessment requires you to record your presentation using Kaltura (or a similar tool capable of recording presentations).

In preparation for your presentation, complete the following:

. If you have not already done so, set up and test your recording device (headset, webcam, computer, or tablet with an integrated microphone), using the installation instructions provided by the manufacturer.

. Practice using the recording device to ensure the audio and/or visual quality is sufficient.

. Refer to the Using Kaltura [PDF] tutorial for directions on recording and/or uploading your recording in the courseroom.

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Capella Resources

Click the links provided to view the following resources:

. Assessment 4 Context.

. APA Paper Template.

. APA Paper Tutorial.

Skillsoft Tutorials

Capella offers a wide range of interactive tutorials. If you feel you need help using PowerPoint the following page will help you identify the correct self-paced tutorials to help expand your skills.

. Search Capella Tutorials for PowerPoint tutorials.

Library Resources

The following e-books or articles from the Capella University Library are linked directly in this course:

. Burton, D. A. (2015). 6 predictions for health care and population health. Healthcare Financial Management, 69(4), 58–63.

. Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2013). Strategic management of health care organizations (7th ed.). San Francisco, CA: Jossey-Bass.

25. Chapter 6, “Developing Strategic Alternatives,” pages 204–251.

25. Chapter 9, “Value-Adding Support Strategies,” pages 345–381.

25. Chapter 10, “Communicating the Strategy and Developing Action Plans,” pages 383–409.

. Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review,74(1), 75–85.

. Kaplan, R. S., & Norton, D. P. (2004). Measuring the strategic readiness of intangible assets. Harvard Business Review, 82(2), 52–63.

. Kun, K. E., Kassim, A., Howze, E., & MacDonald, G. (2013). Interviewing key informants: Strategic planning for a global public health management program. The Qualitative Report, 18(9), 1–17.

. Malof, L. C. (2013). The power of data—From data mining to consumer pricing and quality-of-care tools. Benefits Quarterly, 29(4), 20–23.

. Meyer, C. K., Clapham, S. E., & Lemke, A. (2014). Strategic planning at UnityTrust Hospital. Journal of Business and Behavioral Sciences, 26(3), 112–126.

. Rosenberg, L. (2012). Are healthcare leaders ready for the real revolution? Journal of Behavioral Health Services & Research, 39(3), 215–219.

Course Library Guide

A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the MHA-FP5010 Strategic Health Care Planning Library Guide to help direct your research.

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

. Balanced Scorecard Institute. (n.d.) What is strategic planning? Retrieved from https://balancedscorecard.org/Resources/Strategic-Planning-Basics

. Balanced Scorecard Institute. (n.d.) Creating organizational strategic alignment. Retrieved from https://balancedscorecard.org/Resources/Cascading-Creating-Alignment

. Balanced Scorecard Institute. (n.d.) What is a key performance indicator? Retrieved from https://balancedscorecard.org/Resources/Performance-Measures-KPIs

. Kovner, K. (2013). 8 simple rules for stronger PowerPoint presentations. Clickz. Retrieved from http://www.clickz.com/clickz/column/2306763/8-simple-rules-for-stronger-powerpoint-presentations#

. Wang, C. (2015). 7 design tips for effective, beautiful PowerPoint presentations. The Shutterstock Blog. Retrieved from http://www.shutterstock.com/blog/7-design-tips-for-effective-beautiful-powerpoint-presentations

· Assessment Instructions

Note: Assessment 3, TOWS Matrix must be completed before beginning this assessment.

Preparation

Organize your thoughts. Use the balanced scorecard methodology to complete an implementation plan for the strategy you recommended for your corporation in Assessment 3. You are encouraged to strive for flow of logic, substance, and brevity.

Step One: Create PowerPoint Presentation

When preparing the information for your presentation, focus on the conceptual level to make sure you are on target and aligned with strategic goals. Remember, CEOs expect presentations to be brief, substantive, and concise.

Design for your Audience: If your organization has “branding standards,” use them. You are expected to follow generally recognized guidelines for professional presentations. Spare your audience from a “death by PowerPoint” experience. Consult the suggested resources to remind yourself of the do’s and don’ts of effective presentations.

Address the following points in your briefing:

. Describe at least five objectives, with your corresponding metrics, targets, and initiatives, to help the organization achieve the strategic direction you have designed.

. Present your operational recommendations and strategic control mechanisms.

. Include the strategic goals, objectives, and action steps for reconfiguring and aligning the organization’s structure, systems, shared values, management style, staff, and skills.

. Include critical success indicators that the organization can use to measure its performance in implementing the strategy.

. Evaluate the effect of your strategy formulation, weighing factors of measurement against current measurement benchmarks in the organization.

Presentation Structure

In the real world, you can consider yourself lucky when you get 5–10 minutes of a CEOs time. You will need to limit your briefing to 10–12 slides or you will run out of time. Structure your briefing following the format below. Use the notes portion of each slide to write your script and practice your script to make sure you stay as close to the suggested time frames as possible.

. Slide 1: Cover (15 seconds).

. Slide 2: Vision/Mission/Values (30 seconds).

. Slide 3: External environment analysis tool applied (table) (1 min).

. Slide 4: Internal analysis tool applied (table or graphic) (1 minute).

. Slide 5: Gap analysis: desired position v. actual (1 min).

. Slide 6: Recommend directional strategy (1 minute).

. Slide 7: Develop 3–4 key goals/objectives (1 minutes).

. Slide 8: Visual: Balanced Scorecard table with 1–3 performance indicators and associated metrics (1 min).

. Slide 9: Analysis (1 min).

. Slide 10: Recommendations/Conclusions (1 min).

. Slide 11: References.

Step Two: Practice and Record Your Briefing

Use Kaltura to practice and record your briefing. When you are satisfied with your recorded presentation, submit it along with your PowerPoint presentation and any relevant addendums.

Additional Requirements

. Time length: 5–10 minute recorded presentation targeted to the CEO of your corporation.

. Number of slides: PowerPoint slide deck containing 10–12 slides.

. Addendum: Include all relevant supporting details, such as data, charts, and graphs as an addendum to the presentation. Indicate the slide associated with the relevant data set.

. APA formatting: Resources and citations are formatted according to current APA style and formatting.

. Number of Resources: Use a minimum of six authoritative contemporary sources to support your presentation.

Balanced Scorecard Briefing Scoring Guide

Create and record a 5–10-minute (10–12-slide) presentation of a balanced scorecard briefing for a CEO using Kaltura and PowerPoint.

· Assessment Submit