Name
Capella University
NURS FPX 4010 Leading in Intrprof Practice
Prof. Name
Date
I interviewed a nurse manager from Keralty Hospital in Miami, Florida. This hospital is known for its focus on providing patient-centered care and promoting wellness in the community (Keralty Hospital, 2022). The nurse manager has worked there for over five years. She oversees a team of nurses in the medical-surgical unit. Her main duties include managing schedules, addressing staff concerns, and ensuring patients receive safe and quality care. During the interview, she shared a current issue in the hospital: staff burnout and turnover. Many nurses feel overwhelmed due to long shifts and the constant demand for care (Shah et al., 2021). She mentioned that leadership has tried to address this issue by offering wellness programs and organizing team-building activities.
While these efforts have helped some, the problem persists, and staff retention remains challenging. The nurse manager said the hospital values collaboration, but there is room for improvement. Some departments communicate well, while others struggle. She shared examples of successful interdisciplinary teamwork, such as when nurses, doctors, and social workers came together to create a discharge plan for a complex patient. However, she noted that these moments are inconsistent and depend on individual relationships rather than a structured process. She emphasized the need for better staffing policies and stronger communication between leadership and staff. The interview highlighted how burnout impacts patient care and morale. I plan to address staff burnout and improve collaboration in healthcare settings.
During the interview, I used open-ended questions like “Can you describe a time when your team worked well together?” and probing questions such as “What could improve communication between departments?” to gather details. I also used reflective listening to show I understood her concerns and a collaborative approach by asking for her suggestions on solutions. This helped the nurse manager feel heard and allowed for valuable insights.
The issue from the interview is staff burnout and turnover at Keralty Hospital in Miami. Nurses feel stressed and overworked because of long shifts and the high demand for care. This problem affects staff morale and patient care (Shah et al., 2021). An evidence-based interdisciplinary approach would be very helpful here. Burnout is a complex problem that involves many factors, such as workload, communication, and team support. Solving this issue needs input from different professionals. For example, nurses, doctors, human resources staff, and hospital leaders can collaborate to create better staffing policies and improve communication (Diehl et al., 2021). This approach is appropriate because interdisciplinary teamwork has already worked well in some cases at the hospital.
The nurse manager gave an example of nurses, doctors, and social workers collaborating to help a patient. Using a structured team approach could make these successes more consistent. Another reason is that burnout affects many areas of healthcare. It impacts patient safety, staff retention, and teamwork. When multiple disciplines work together, they can address these areas (Shah et al., 2021). An interdisciplinary approach could lead to better stress management strategies, scheduling improvement, and staff support. It could also build a stronger culture of teamwork and communication. This approach is necessary to create solutions to the problem of burnout and turnover.
Lewin’s change management theory is one of the theories that can help Keralty Hospital address the problem of staff burnout and turnover. This model has three steps: Unfreeze, Change, and Refreeze. It focuses on preparing people for change, making it happen, and stabilizing it. This theory is relevant because burnout is a deep-rooted issue. The “Unfreeze” step could help hospital leaders recognize the need for change by gathering feedback from nurses and staff. The “Change” step could involve creating new staffing schedules, offering stress management training, and improving department communication.
The “Refreeze” step would ensure these changes are permanent by embedding them into hospital policies and practices (Stanz et al., 2021). In the “Change” step of Lewin’s Change Management Model, interdisciplinary team members, such as nurse managers, HR specialists, and mental health professionals, can collaborate to design new staffing schedules and implement stress management training programs tailored to staff needs. Diehl et al. (2021) provide credible insights into interdisciplinary teamwork, crucial for creating effective solutions.
Transformational leadership is one successful leadership technique. Motivating and inspiring employees is the main goal of this approach. Leaders encourage teamwork, share a vision, and support their team members. At Keralty Hospital, transformational leaders could boost morale by listening to nurses, recognizing their efforts, and promoting collaboration between departments (Jun & Lee, 2023). This strategy is relevant because burnout often stems from feeling undervalued or unsupported. A transformational leader can create a positive culture where staff feel cared for and motivated. Research supports this leadership style as effective in improving staff satisfaction and reducing turnover, making it a credible choice. The study by Shah et al. (2021) is highly relevant because it addresses burnout’s impact on patient safety, staff retention, and teamwork, directly aligning with the challenges at Keralty Hospital.
At Keralty Hospital in Miami, improving teamwork can help solve staff burnout and turnover. Utilizing the TeamSTEPPS method is one effective method. Team Strategies and Tools to Enhance Performance and Patient Safety is what TeamSTEPPS stands for. It helps teams communicate better and work together smoothly. This method is reputable as it has been demonstrated to enhance collaboration and lower stress levels and is utilized in numerous hospitals (Hassan et al., 2024).
Another helpful method is Regular Team Meetings. These meetings let all team members share their thoughts and ideas. Nurses, doctors, and other staff can understand each other better by talking often. This can make the work environment friendlier and reduce feelings of being overwhelmed. Hassan et al. (2024) show that regular meetings help teams stay connected and solve problems quickly.
Shared goals are also important. When everyone in the team works towards the same goals, it builds a sense of unity. For example, if the goal is to reduce nurse burnout, all team members can support each other to achieve this. Sharing goals makes everyone feel part of the solution, which can improve job satisfaction and lower turnover rates (Jun & Lee, 2023). Using Clear Communication Channels is another key approach. This means having simple and effective ways to share information. Tools like messaging apps or regular updates can keep everyone informed and reduce misunderstandings.
Clear communication helps teams respond faster to issues and support each other better. Lastly, Mutual Respect and Trust are essential for good collaboration. When team members respect each other’s roles and trust one another, they work together more effectively (Stanz et al., 2021). Establishing mutual respect and trust helps foster a productive workplace where employees feel appreciated and are less inclined to quit. These collaboration approaches are relevant to Keralty Hospital because they address the main issues of burnout and turnover. Using these methods, Keralty Hospital can build stronger interdisciplinary teams and create a happier, more supportive workplace.
Staff burnout and turnover are big challenges at Keralty Hospital. These issues affect both nurses and patient care. Interdisciplinary teamwork, strong leadership, and better communication can help solve these problems. Using TeamSTEPPS, shared goals, and clear communication can improve the workplace. A supportive environment will help nurses feel valued and improve patient outcomes.
Diehl, E., Rieger, S., Letzel, S., Schablon, A., Nienhaus, A., Pinzon, L. C. E., & Dietz, P. (2021). The relationship between workload and burnout among nurses: The buffering role of personal, social and organizational resources. Public Library of Science ONE, 16(1). https://doi.org/10.1371/journal.pone.0245798
Hassan, A. E., Mohammed, F. A., Zakaria, A. M., & Ibrahim, I. A. (2024). Evaluating the effect of TeamSTEPPS on teamwork perceptions and patient safety culture among newly graduated nurses. BioMed Central Nursing, 23(1). https://doi.org/10.1186/s12912-024-01850-y
Jun, K., & Lee, J. (2023). Transformational leadership and followers’ innovative behavior: Roles of commitment to change and organizational support for creativity. Behavioral Sciences, 13(4), 320. https://doi.org/10.3390/bs13040320
Keralty Hospital. (2022). Welcome to Keralty Hospital Miami. Keraltyhospital.com. https://keraltyhospital.com/?utm_source=Search&utm_medium=CPC&utm_campaign=Hospitales_Trafico_Espanol_GA_SR&utm_id=&utm_content=Espanol&gad_source=1&gclid=Cj0KCQiAsaS7BhDPARIsAAX5cSCcfd-ZHKFjYSRCEXorRP39Q6-hMDVP9-GT6LYf6LsWqV4UvxvoAssaAq2uEALw_wcB
Shah, M. K., Gandrakota, N., Cimiotti, J. P., Ghose, N., Moore, M., & Ali, M. K. (2021). Prevalence of and factors associated with nurse burnout in the US. JAMA Network Open, 4(2), 1–11. https://doi.org/10.1001/jamanetworkopen.2020.36469
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
