NURS FPX 4005 Assessment 2 Interview and Interdisciplinary Issue Identification
Student name
School of Nursing and Health Sciences, Capella University
NURS-FPX4005: Nursing Leadership: Focusing on People, Processes, and Organizations
Professor Name
Submission Date
Interview and Interdisciplinary Issue Identification
Multidisciplinary teamwork has become an essential aspect of modern healthcare because complex patients are likely to require expertise and abilities from multiple disciplines working together toward a shared configuration (Warren & Warren, 2023). As a nurse at the baccalaureate level, the ability to identify the problems the organization is struggling with, develop solutions as a team, and ensure evidence-based strategies are implemented is the most significant factor in improving patient and system outcomes. Such an assessment is the initial step in the process, in which an interview with a healthcare professional is conducted to explore real-life issues related to communication, workflow, or coordination within an organization.Interview Summary
The interviewed nursing leader worked at a 200-bed community hospital that provided acute medical-surgical care, obstetrics, and outpatient specialty clinics to a city and suburban community. The heterogeneous population of adults and older adults with a wide range of chronic and acute illnesses characterizes the organization; recent trends in the services include high turnover in the inpatient area and increased pressure on outpatient follow-up. Among the operational stressors identified by the participant in the interview, insufficient discharge coordination among nurses, case management, and outpatient services stood out, leading to delays in patient flow and even readmissions (Cadel et al., 2022). Such system pressures were placed in an environment where staffing variability and conflicting priorities make on-time communication and transition of care challenging. The interviewee is a nurse manager in two inpatient medical-surgical units who identified daily activities that include the responsibilities of nursing staff supervisors, interactions with case managers and physicians, length-of-stay outcomes, and readmission rates. Regarding organization-related issues, the interviewee said that the lack of interdisciplinary communication (discharge plans, lack of information about outpatient appointments) became an obstacle to the workflow, increased nursing workload, and negatively affected patient satisfaction and treatment continuation. Some fixes that leadership had already implemented included short interdisciplinary huddles, ad hoc electronic reminders, and targeted staff education. However, these were temporary due to poor engagement and a lack of standardized processes (Girnius et al., 2024). On the issue of culture, the interviewee indicated that there was an overall positive disposition towards teamwork, but there was a lack of consistency in various departments working on engaging in formal interdisciplinary processes; past experiences of interdisciplinary teams revealed that the key to success was centered on the use of formal communication tools in addition to leadership support. The interview was facilitated using open-ended questions, reflective probing, and active listening, as this approach allows for a broad range of information to be collected and further explored.Issue Identification
The key issue discussed in the interview is that discharge coordination has never worked, and there was a lack of communication among nursing staff, case managers, physicians, and the outpatient service provider. It is a problem of an interdisciplinary nature, too, because effective discharge planning requires coordination across departments, joint decision-making, and the timely sharing of information to facilitate the effective transition of patients. The interdisciplinary approach is thus unusual, as no department has all the information or authority to maximize discharge, and the experience of individual departments, such as nurse-led education or case management alerts, did not result in permanent improvement (Tseng et al., 2025). The interviewee’s remarks about the slowness of communication, an incoherent workflow, and inconsistent discharge participation suggest that the problem is interdisciplinary, and that teamwork and collaboration are the only ways out.Change Theories That Could Lead to an Interdisciplinary Solution
Potent models to facilitate an interdisciplinary intervention and improve discharge coordination include Lewin’s Change Theory and Kotter’s 8-Step Change Model. The Lewin model has emphasized three phases, which include unfreezing, changing, and refreezing, that are very natural in supporting the team-based practice change by making the stakeholders realize the importance of the change, adopt new collaborative behavior, and standardize the communication process among the disciplines. Kotter’s model provides extensive attention to steps, such as creating a sense of urgency, a guiding coalition, shared vision, and empowering action on a large scale, which were also found in collective leadership, which is the coordinated effort that is required in interdisciplinary teams. Both theories endorse systematic communication, shared ownership, and progressive assimilation of new workflows, which are crucial for correcting the communication failures observed in the interview. The peer-reviewed sources present the same evidence that these models can be successfully applied in a medical setting, especially when the change to be implemented involves coordinating the work of members of different professional groups (Persson et al., 2022). The theories can be applied to the discharge coordination issue, especially because they provide systematic methods for offering resistance, ensuring staff participation, and integrating new communication practices across departments. The unfreezing phase, as presented by Lewin, can help the organization understand that disjointed communication is leading to poor patient outcomes, and the change phase can be proposed to implement systemic, interdisciplinary discharge huddles or standardised communication tools. Kotter’s steps also enable the leaders to create interdisciplinary champions and entrench new behaviors by identifying and training individuals and creating feedback loops (Zomorodi et al., 2024). The cultural, behavioral, and organizational determinants of such problems are directly addressed in the two theories, given the inconsistent participation and non-standardized processes the interviewee mentioned, which hindered effective discharge planning. In addition, the specified sources are current, evidence-based, and featured in credible, peer-reviewed healthcare journals; therefore, the theoretical backgrounds applied to address the issue in question are not only valid but also balanced with current best practices.Leadership Strategies That Could Lead to an Interdisciplinary Solution
One of the most effective approaches to building interdisciplinary cooperation and working as a driving force behind the organizational change is transformational leadership. Transformational leaders can encourage and inspire staff by spreading a shared vision, empowering them, and promoting the free flow of information across professional boundaries. Such leadership is centered on relationship building, trust, and psychological safety, which are critical factors that enable nurses, physicians, case managers, and other colleagues in the field to open up during problem-solving and collective decision-making. The existing body of knowledge shows that transformational leadership improves team unity, communication, and readiness to change, which is why it can be particularly relevant for addressing multi-departmental and complex issues (Singh et al., 2024). As transformational leaders introduce inclusive behaviors and engage various disciplines to allow specialists to offer their input, they have a fair chance to guide staff through the process of learning new communication practices and interdisciplinary ways of working. The relevance of transformational leadership to the discharge coordination issue is most evident in the context of the interviewee’s inconsistent participation and fragmented communication. A transformational leader can share a joint vision for interdisciplinary rounds during regular discharge planning, motivate employees to engage in interdisciplinary rounds, and support teams in developing standardized communication tools, such as formal handoff protocols. The mentioned leadership style would help break down silos and empower all disciplines to be devoted to improving outcomes, driven by the established trust and accountability within the departments (Bakewell, 2024). Moreover, the sources on transformational leadership in healthcare are current, peer-reviewed, and have a positive reputation for improving the quality of care and interdisciplinary collaboration, suggesting that the strategy is also credible and evidence-based.Collaboration Approaches for Interdisciplinary Teams
It could be extremely important for improving communication and collaboration between healthcare teams; evidence-based collaboration strategies should be considered, such as Situation, Background, Assessment, Recommendation (SBAR) communication, interdisciplinary rounds, and TeamSTEPPS. SBAR is a structured form of communication that provides significant patient information, reducing ambiguity and delivering the same information to all fields that might be needed when reaching a decision. The interdisciplinary rounds and huddles would enable nurses, physicians, case managers, and allied healthcare professionals to regularly meet face-to-face to set goals, explain discharge plans, and anticipate patient demand. TeamSTEPPS is an evidence-based, teamwork-oriented program aimed at enhancing communication, interdepartmental support, and understanding by training them to use standardized instruments and response behaviours to promote collaboration. The available literature indicates that practices and electronic health record (EHR) adoption reduce errors, improve effectiveness, and improve patient outcomes, particularly in settings with two or more professionals engaged in the transition of care (Alharbi, 2025). These collaboration strategies directly address the discharge coordination issue noted in the interview, as they have developed reliable solutions to provide real-time information and expectations to all team members. SBAR may serve as a basis for standardizing changes in nursing and case management to prevent miscommunication during discharge preparation or follow-up care. The interdisciplinary rounds would encourage frequent participation and interaction, thereby preventing delays and work overload. It would establish the department’s accountability and ownership of the discharge process through the application of TeamSTEPPS strategies, including checkbacks, briefs, and cross-monitoring.Conclusion
The interview revealed that discontinuous communication and interdisciplinary coordination are among the challenges that could be important for achieving discharge planning and quality outcomes for patients. The identification of this issue underscores the need for a team-based, evidence-based intervention that could be enhanced through the relevant models of change and effective leadership. The implementation of the Lewin Change Theory and transformational leadership can lead to long-term changes in staff, whereas SBAR, interdisciplinary rounds, and TeamSTEPPS were applied to facilitate communication and workflow.For more details about this class, visit NURSFPX4005Assessment.
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NURS FPX 4005 Assessment 2
References for
NURS FPX 4005 Assessment 2
Bakewell, F. (2024). Medical silos, social identity, and duty of care: A call for health leaders to improve transitions of care. Healthcare Management Forum, 38(2), 148–151. https://doi.org/10.1177/08404704241290689
Cadel, L., Sandercock, J., Marcinow, M., Guilcher, S. J. T., & Kuluski, K. (2022). A qualitative study exploring hospital-based team dynamics in discharge planning for patients experiencing delayed care transitions in Ontario, Canada. BioMed CentralBMC Health Services Research, 22(1), e1472. https://doi.org/10.1186/s12913-022-08807-4
Girnius, A., Snyder, C., Czarny, H., Minges, T., Stacey, M., Supinski, T., Crowe, J., Strong, J., Josephs, S. A., & Zafar, M. A. (2024). Preoperative multidisciplinary team huddle improves communication and safety for unscheduled cesarean deliveries: A system redesign using improvement science. Anesthesia & Analgesia, 139(6), 1199–1209. https://doi.org/10.1213/ane.0000000000006905
Persson, M. H., Søndergaard, J., Mogensen, C. B., Skjøt-Arkil, H., & Andersen, P. T. (2022). Healthcare professionals’ experiences and attitudes to care coordination across health sectors: An interview study. BioMed CentralBMC Geriatrics, 22(1), e509. https://doi.org/10.1186/s12877-022-03200-6
Singh, S., Miller, E., & Closser, S. (2024). Nurturing transformative local structures of multisectoral collaboration for primary health care: qualitative insights from select states in India. BMC Health Services Research, 24(1), e634. https://doi.org/10.1186/s12913-024-11002-2
Tseng, Y.-C., Chang, N.-T., Liu, S. H.-Y., Gau, B.-S., Liu, T.-C., & Lou, M.-F. (2025). Effects on health outcomes following a nurse-led hearing loss management intervention designed for older adults: A randomized controlled trial. International Journal of Nursing Studies, 166(1). https://doi.org/10.1016/j.ijnurstu.2025.105050
Warren, J., & Warren, J. (2023). The case for understanding interdisciplinary relationships in health care. Ochsner Journal, 23(2), 94–97. https://doi.org/10.31486/toj.22.0111
Zomorodi, M., Lisa, Ciarrocca, K., Neal, M., & Rodgers, P. (2024). Step by step: Utilizing Kotter’s model to design and implement a strategic plan for institutionalizing interprofessional education and practice. Journal of Interprofessional Education & Practice, 37(1). https://doi.org/10.1016/j.xjep.2024.100720
Capella Professors to choose from for
NURS-FPX4005 Class
- Lisa Kreeger.
- Buddy Wiltcher.
(FAQs) Related to
NURS FPX 4005 Assessment 2
Answer 1: Interview-based identification of interdisciplinary healthcare communication and coordination issues.
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