NURS FPX 4005 Assessment 4 Stakeholder Presentation

NURS FPX 4005 Assessment 4

Stakeholder Presentation

Student name

Capella University

NURS-FPX4005 Nursing Leadership: Focusing on People, Processes and Organizations

Professor’s Name

Submission Date

Slide 1

• Stakeholder Presentation

Hello, my name is _____ and today I am going to present my interdisciplinary plan to address the communication breakdowns in the medical-surgical unit of our local hospital. Precisely, the strategy is aimed at improving inter professional relationship to eliminate delays, miscommunication and medication error. Engaging in the top quality improvement projects, I will improve the circulation of coordinated patient care, inter-professional role identification, and promote the harmonious integration of the contribution of every professional. I also believe in the interwovenness of communication models and a unified organization that will enhance patient safety and satisfaction and fulfill the organizational objectives.

Slide 2

The purpose of this plan is to roll out the Team STEPPS and SBAR frameworks to the medical-surgical unit to normalize cross-disciplinary communication for the integration of medications. The communication strategies are intended to facilitate communication, minimize distortions, and support rapid decisions. Every professional cadre—nursing, pharmacy, and medicine—will participate in the construction of the procedures to ensure that every discipline is heard. This approach promotes ownership and allows all parties—patients, frontline providers, and administrators—to have the same perception and share the same responsibilities (Fukami, 2024).

Slide 3

• Organizational Issue

In the medical-surgical unit, ineffective transitions of communication during medication and shift handoffs contribute to fragmented patient care, delays in treatment, and, on occasion, medication errors. Furthermore, nurses perceive barriers to the effective communication of medication changes, leaving pharmacists with outdated and incomplete information. Consequently, physicians may act on outdated information, which poses risks to patient safety (Nijor et al., 2022). These communication breakdowns create gaps in care, increase the likelihood of errors, and contribute to poor morale in the interdisciplinary staff. These challenges necessitate an organized and collaborative system for communication.

In response to the breakdowns in communication, an interdisciplinary workgroup that consists of nurses, pharmacists, physicians, and specialists in clinical informatics will develop and initiate collaborative communication guidelines. These guidelines will streamline information exchange to ensure precise, timely communication during medication transfers and shift changes. Clear role and responsibility delineation is expected to arise from the application of the Team STEPPS and SBAR integration, thereby enhancing teamwork and clinical flow (Katantha et al., 2025).  Overall, the designed structure will eliminate ambiguity and improve synchronization to ensure that the reliability of care is provided to patients in the medical-surgical unit.

Slide 4

• Consequences of Not Addressing the Issue

If gaps in communication remain unaddressed, outcomes for patient care and employee performance could suffer significantly. Patient care inefficiencies caused by delays and ambiguity in medication instructions may result in negative outcomes, prolonged recovery, and increased length of stay. Ineffective communication during care transitions perpetuates inefficiencies, confuses providers, and escalates the likelihood of preventable adverse events (Abdelhalim et al., 2024). These communication breakdowns erode patient trust and confidence and, most importantly, negatively impact outcomes. The absence of effective problem-solving will continue to threaten clinical efficacy and compromise patient safety. 

From an operational perspective, ineffective communication systems result in increased burnout, higher employee healthcare costs, and an unmanageable employee workload. Frustration escalates and collaborative teamwork deteriorates when healthcare employees execute tasks without the complete and accurate communication necessary for effective teamwork (Kapiki & Pappa, 2025). The impact of frustrated teamwork extends to loss of productivity and diminished morale, and workplace satisfaction. The cumulative impact of these workplace factors may precipitate employee attrition and diminish the reputation of the organization, and erode patient trust. Safe, effective, and dependable healthcare services require the proactive, strategic, and systemic closure of these communication gaps.

Slide 5

• Relevance of Interdisciplinary Team Approach

Numerous roles in an organization can lead to communication difficulties, but these can only be fixed with some degree of shared responsibility. Nurses, pharmacists, and physicians each hold critical pieces of patient information; no single discipline can fully manage the medication process alone (Mehrabifar et al., 2025). From the collaborative model team’s use, different team members can help identify and problem-solve communication gaps and be accountable for the results. Collaborative teams provide harmonization, interdependence, and support in achieving patient safety, facilitating an integrated approach to patient care.

Slide 6

• Evidence-Based Interdisciplinary Plan Summary

Objective

We aim to weave Team STEPPS and SBAR into the everyday practice of the medical-surgical unit staff during handoffs and medication transitions. As described in Harmon et al. (2024), SBAR workflow templates will be incorporated into the EHR for adaptive real-time documentation. Daily huddles to set goals, simulation exercises, and structured debriefs to reinforce adaptive practices will be scheduled. In the long term, this comprehensive approach will build a culture of accountability and the proactive mitigation of risk, sustaining a rich collaborative environment.

Working

The first step to implementation will involve a gap analysis by identifying critical communication failures during transitions of care, followed by pilot testing of SBAR and Team STEPPS communication tools in one unit. Integrated training sessions will involve all multidisciplinary staff working in that unit, although progressively more complex case simulations and subsequent role-play will be coordinated by a designated training facilitator. Specifically defined evaluation metrics, including message accuracy, response times, and error rates, will be collected and analyzed every week to provide iterative improvements to the actions taken (Westphal, 2023). Finally, the team will consolidate codified best practices or evidence into formal documents that will be incorporated into the workflows and/or processes.

Role of Interdisciplinary Team

The interdisciplinary team consists of nurse champions, clinical pharmacists, physicians, and informatics staff who will address integration with the electronic health record (EHR). Nurses will communicate changes with the Situation, Background, Assessment, Recommendations (SBAR) tool, whereas pharmacists will check prescriptions, relay pertinent clarifications, and pharmacists will answer structured SBAR inquiries and document EHR updates (Westphal, 2023). Experts from informatics will aid in integration of needed tools, check adherence to standards, and prepare reports. This team will meet weekly to evaluate issues, analyze data trends, and develop improvements in the processes.

Slide 7

• Implementation of Interdisciplinary Plan

Initially, a core committee of nurses, physicians, pharmacists, and informatics representatives will be formed, and they will create specific timelines and responsibilities, and facilitate cross-disciplinary communications. Training for all staff shifts will be scheduled to ensure knowledge and understanding of all new protocols. The informatics staff will automate the integration of SBAR templates into the EHR to streamline and standardize communication (Westphal, 2023). Pre-rolling testing will allow for the identification of potential and/or unanticipated barriers.

During implementation, weekly meetings will be scheduled to review progress, document staff input, and address the issues of conformance. Audits and direct observations will measure the performance standard of TeamSTEPPS and the SBAR communication auditing standard (Katantha et al., 2025). Leading from the front will help support the process through the celebration of small wins and prompt provision of required resources. The process will be adjusted to meet the demands of the people. This, along with a collaborative approach, will encourage communication style standardization. Long-term, the consistency will become a core function of the medical-surgical unit.

Slide 8

• Management of Human and Financial Resources

This plan involves close coordination of both human and financial resources to implement it effectively. Educational workshops, simulation exercises, and release time for the staff will be paid through a specific budget. The project coordination will be done by nursing leaders who will also make sure that training opportunities are equally available to the team members. The informatics personnel will be concerned with the integration of the SBAR templates within the EHR system to facilitate communication (Chandler, 2023). These synchronized actions will make the implementation of the new protocols in all units easy.

In order to set up alerts, improve dashboard analytics, and keep systems updated, a small technology budget will be directed. The peer support will be enhanced by SBAR champions on a shift-by-shift basis, ensuring compliance among the staff (Chandler, 2023). Professional recognition or continuing education credits are some of the incentives to promote regular participation. Since initial costs are anticipated, there are long-term benefits that may be realized in the form of better patient outcomes and minimized medication errors. Finally, optimal use of resources will foster financial sustainability and enhance the quality of care generally.

Slide 9

• Criteria to Evaluate the Project Success

Project success will be evaluated based on measurable evidence based indicators. To determine the improvements in the clarity of communication and teamwork, as well as satisfaction, the staff surveys would be carried out. These surveys will include qualitative responses as to the effect of the new SBAR framework in the daily processes (Chandler, 2023). Besides that, the pre- and post-implementation will be compared, and the progress in terms of efficiency of communication will be measured. This feedback will make a useful contribution to the engagement and collaboration in the team.

Other important success measures will also be the clinical and operational outcomes. Close attention is going to be paid to the medication errors rates, time taken to respond to changes in the orders, and adverse drug events. System efficiency will be manifested in operational indicators like the period of handoff, workflow disruptions, and shift delays (Rodziewicz & Hipskind, 2020). These problem reductions will prove that the new process will enhance safety and coordination. Together, these measures will ensure that the interdisciplinary plan has achieved its quality and performance objectives.

Slide 10

• Conclusion

Communication lapses in medication management in the medical-surgical unit are urgent in terms of patient safety, efficiency in the operation, and professional cooperation. The interdisciplinary approach promotes the existence of a structured, transparent, and consistent communication through the application of evidence-based frameworks, including TeamSTEPPS and SBAR, and the principles of transformational leadership. The ability to coordinate and reduce clinical risks will be promoted through strategic implementation, which will be supported by efficient distribution of human and financial resources. Constant assessment with both qualitative and quantitative measures will make it accountable and sustainable. Finally, the initiative is a proactive move towards the development of a safety culture, collaboration, and excellence in patient-centered care.

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