NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Diversity Project Kickoff

In the healthcare system leaders play a significant role in assuring that the professionals of their healthcare setting provide their patients with outstanding healthcare. Diverse leadership abilities can enhance the healthcare work environment and lead to improved outcomes of care irrespective of the job role of the nurse, senior doctor, manager, or administration (Sfantou et al., 2017). Understanding diverse leadership role in the healthcare system assist to recognize the behaviors and characteristics of successful leaders so they can put these diverse skills into the work environment (Tulane University, 2021).

The Lakeland Medical Clinic was founded to serve locals who couldn’t access the central hospital’s facilities. The number of patients was considerably high during the first two months and then dropped significantly. The management was prompted by this to pursue asking for information, which eventually produced monitoring and evaluation. The evaluation revealed that 75% of professionals are worried about workspace inclusion issues, poor work-life balance, and cultural challenges.

Goals of Project

The goals of inclusiveness and diversity are important in the healthcare work environment. The inclusiveness and diversity component of the workplace must be addressed by healthcare leaders. Effective diverse leaders must concentrate on the progress and goals of healthcare (De Brún et al., 2019). 

 The necessity for a multicultural organization has been acknowledged by the US administration. They have established CLAS, which contributes to the alleviation of discrimination from the healthcare system. The following objectives will contribute to increasing diversity and reducing healthcare system discrepancies.

• Policies will be made for the hiring of healthcare providers belonging to a variety of cultural backgrounds (specific, measurable) to increase cultural diversity to facilitate diverse patients.
•  Healthcare providers will be encouraged to learn new language/ sign language (specific, time-bound) to promote communication with culturally diverse patients (measurable).
• Following the meeting (time-bound), the healthcare providers will be able to effectively collaborate, communicate, and include patient preferences (specific, measurable) in the healthcare plan.

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Diverse cultural awareness is manifested in a multicultural and friendly healthcare workplace. Doctors and nurses must be effective leaders in providing care to patients, diverse clinical team performance, and management of the healthcare system (Mullin et al., 2021). Patients are more comfortable when working with a healthcare staff that represents a variety of cultures. Healthcare providers including nurses, doctors, and other staff must belong to multicultural backgrounds and should be bilingual (Robbins & Davidhizar, 2020). It reduces language barrier issues and makes communication easy in the work environment.

Team Composition

Diversity means the acceptance of differences in people’s identities, beliefs, values, behaviors, cultures, and experiences. Lack of diversity creates significant issues in a healthcare environment (Togioka et al., 2021). Cultural and ethnic prejudices and intellectual disagreements may result from a lack of diversity in a healthcare organization. The ability to provide patients with care may be constrained by a lack of diversity. It may discourage originality and creativity. The team consists of an HR manager, nurse manager, Risk management specialist, and CEOs (Foraker et al., 2021).

HR manager

  HR must have an MBA degree with more than 5 years of work experience. HR may encourage diversity by promoting papers and information on inclusion and diversity. There should be open group discussions regarding these issues by setting general principles in advance, requesting feedback from the workers, and being available to respond to inquiries. HR managers must be open and honest with their staff. Moreover, HR will regulate employee recruitment from diverse backgrounds.

Nurse Manager

Ideally, the nurse manager will be a licensed nurse. The nurse manager should have a degree of Bachelor of Science in Nursing and more than 5 years of professional experience. Nurse managers guarantee high-quality performance and make sure both nurses and patients are happy with the choices they make. The purpose of the position is to encourage effective communication and establish inclusive standards that apply to all and promote equity and justice in the healthcare organization. They will address disparities by conducting surveys, and assessments and requesting feedback from various employees.

Chief Executive Officer (CEO)

In a healthcare setting, the CEO is a senior physician with more than 15 years of experience. The hospital CEO must update the stakeholders and board of committees about the hospital’s progress.

Quality Assurance Specialist

Quality assurance experts evaluate the quality of healthcare and reduce discrepancies. They have approximately five years of expertise in the area and are certified, qualified risk managers. They perform activities like checking SOPs, documentation, project audit, and quality of care.

Role of Committee

There are two separate teams within the inter-professional team. The first one is the decision and policy-making team, which consists of the HR Manager and the Nurse Manager. The second team includes two sub-teams to manage the guidelines and policies making sure there are no issues with diversity. 

Group Communication and Meetings

Inter-professional team members will converse in person or during video calls. They’ll use different modes of communication like Zoom meetings, slack, google meetings, Dropbox, and teams. Google meetings are used to schedule meetings with other team members. They can arrange urgent meetings virtually.

Share Ideas and Make Decisions

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Inter-disciplinary teams share dialogue by setting an example. A transformative leader that is a democrat and has the authority to manage a group will be beneficial for making the team safer and more comfortable and who is dedicated to bringing significant changes. A transformative leader appreciates and embraces all of his team members.

Collaboration Strategies

Two major collaborative strategies are internal collaboration and cross-departmental collaboration. Internal collaboration is a collaboration within the department and cross-department collaboration is among different departments and people belonging to different backgrounds (Howard et al., 2022).

 Plan for Inter-Professional Group Collaboration

Teamwork in a hospital system offers opportunities and reduces challenges in a healthcare setting (Carney et al., 2019). Productivity and work satisfaction are benefited from inter-professional working. This collaboration encourages the contribution of all experts. Healthcare staff must work together and put patients’ needs first. All stakeholders must participate at all levels to preserve and implement inclusion and diversity programs (Carney et al., 2019).

• To achieve greater results, the interdisciplinary team needs to involve every member. 
• More diverse racial and ethnic teams frequently do better.
• Multicultural teams in healthcare encourage intellectual growth. 
• All members must possess a high level of expertise, assurance, and commitment.
• Respect and trust will be enhanced by inter-professional work
• It takes effort and perseverance to cultivate relationships.

Inter-professional Group Collaboration

The coordination of care between the hospital’s interdisciplinary teams can progressively adopt vital principles (Zajac et al., 2021). They can use a collaborative approach to provide care from a more comprehensive point of view. According to WHO, multiple professions can work more effectively as a team to improve patient outcomes by establishing interdisciplinary partnerships and practicing to collaborate and respect each other’s value system in a healthcare setting (World Health Professions Alliance, 2019). 

Basic Characteristics of Diverse and Inclusive Workplace

A diverse and inclusive workplace exhibits the principles of respect and integrity with its members. It holds a significant component of the inclusivity of all cultures to grow together. Patients and staff members belonging to diverse backgrounds are treated with respect and their opinions are taken into consideration. The main characteristic of a diverse healthcare organization is that every member’s opinion is given importance. A study by Helmold (2021) elucidated that effective leadership plays a crucial role in workplace inclusivity. It also highlighted that anti-discrimination policies and affirmative actions are the major characteristics of a diverse workplace.

Benefits of a Diverse and Inclusive Workplace

A diversified and inclusive workplace has several perks. These perks have broad implications. People who have a solid foundation in multicultural practices are more likely to interact comfortably with various communities (Flaherty & Bartels, 2019). When patients can interact with people who share their identities, there could be a rise in faith (age, race, ethnicity, color, etc) (Flaherty & Bartels, 2019).

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Varied teammates frequently have a greater awareness of the unique requirements of diverse groups, which helps to break down hurdles. Successful interaction building is made possible by the capacity to comprehend various cultural practices and ideas (Edmondson & Harvey, 2018).  Potential workers are more likely to be drawn to organizations that are seen as attentive to the demands of a diverse society.  The probability of connection increases when obstacles to confidence and communication are removed.

Example from Field

Minorities in the United States face health disparity (Salsberg et al., 2021). The CDC started strategies in 2016 to reduce healthcare disparities and provide equal healthcare facilities to all citizens without discrimination (CDC, 2019). Healthcare providers may increase the effectiveness of approaches by reducing health inequalities, communicating and implementing these approaches to reach more areas, and considering how to extend these approaches for even bigger influence by carefully putting strategies into practice (CDC, 2019). Medical organizations should implement diversity initiatives with strategy and goals. At a significant educational medical facility, a plan for nursing leaders was launched specifically for nurse managers who are members of ethnic and racial minorities. The plan’s framework was based on a highly effective Initiative for Black Nurses, to reduce racial discrepancies (Brown-DeVeaux et al., 2021).

Conclusion

The lack of diversity among medical staff in healthcare settings is a significant problem. Regardless of the highest level of management in the hospital, errors are possible. Therefore, it is essential that the workplace encourages effective discussion and offers staff members the power to be accountable to one another. To address diversity in the health system, it is critical to encourage multi-disciplinary team cooperation.

References

Brown-DeVeaux, D., Jean-Louis, K., Glassman, K., & Kunisch, J. (2021). Using a mentorship approach to address the underrepresentation of ethnic minorities in senior nursing leadership. JONA: The Journal of Nursing Administration, 51(3), 149–155. https://doi.org/10.1097/nna.0000000000000986

Carney, P. A., Thayer, E. K., Palmer, R., Galper, A. B., Zierler, B., & Eiff, M. P. (2019). The benefits of interprofessional learning and teamwork in primary care ambulatory training settings. Journal of Interprofessional Education & Practice, 15(15), 119–126. https://doi.org/10.1016/j.xjep.2019.03.011

CDC. (2019). Strategies for reducing health disparities 2016 – Minority Health – CDC. CDC. https://www.cdc.gov/minorityhealth/strategies2016/index.html

De Brún, A., O’Donovan, R., & McAuliffe, E. (2019). Interventions to develop collectivistic leadership in healthcare settings: A systematic review. BMC Health Services Research, 19(1). https://doi.org/10.1186/s12913-019-3883-x

Edmondson, A. C., & Harvey, J.-F. (2018). Cross-boundary teaming for innovation: Integrating research on teams and knowledge in organizations. Human Resource Management Review, 28(4), 347–360. https://doi.org/10.1016/j.hrmr.2017.03.002

Flaherty, E., & Bartels, S. J. (2019). Addressing the community‐based geriatric healthcare workforce shortage by leveraging the potential of interprofessional teams. Journal of the American Geriatrics Society, 67(S2), S400–S408. https://doi.org/10.1111/jgs.15924

Foraker, R. E., Benziger, C. P., DeBarmore, B. M., Cené, C. W., Loustalot, F., Khan, Y., Anderson, C. A. M., & Roger, V. L. (2021). Achieving optimal population cardiovascular health requires an interdisciplinary team and a learning healthcare system: A scientific statement From the American Heart Association. Circulation, 143(2). https://doi.org/10.1161/cir.0000000000000913

Helmold, M. (2021). Diversity and New Work Teams. Management for Professionals, 105–111. https://doi.org/10.1007/978-3-030-63315-8_10

Howard, R., Leyden, T., & Englesbe, M. (2022, March 16). How collaboration can drastically improve U.S. Health Care. Harvard Business Review. https://hbr.org/2022/03/how-collaboration-can-drastically-improve-u-s-health-care

Mullin, A. E., Coe, I. R., Gooden, E. A., Tunde-Byass, M., & Wiley, R. E. (2021). Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency. Healthcare Management Forum, 34(6), 084047042110382. https://doi.org/10.1177/08404704211038232

Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117–121. https://doi.org/10.1097/hcm.0000000000000296

Salsberg, E., Richwine, C., Westergaard, S., Portela Martinez, M., Oyeyemi, T., Vichare, A., & Chen, C. P. (2021). Estimation and comparison of current and future racial/ethnic representation in the US health care workforce. JAMA Network Open, 4(3), e213789. https://doi.org/10.1001/jamanetworkopen.2021.3789

Sfantou, D., Laliotis, A., Patelarou, A., Sifaki- Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of leadership style towards quality of care measures in healthcare settings: A systematic review. Healthcare, 5(4), 73. NCBI. https://doi.org/10.3390/healthcare5040073

Togioka, B. M., Duvivier, D., & Young, E. (2021). Diversity and discrimination In Healthcare. PubMed; StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK568721/

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Zajac, S., Woods, A., Tannenbaum, S., Salas, E., & Holladay, C. L. (2021). Overcoming challenges to teamwork in healthcare: A team effectiveness framework and evidence-Based Guidance. Frontiers in Communication, 6(1). Frontiersin. https://doi.org/10.3389/fcomm.2021.606445