Introduction
The proposed interdisciplinary plan addresses a critical problem in a general hospital, namely the reduction of errors in the medication administration process, primarily in the nursing department. This initiative is critical to improving patient safety and the quality of care provided by the organization. The intended outcome is a reduction in medication errors and improved healthcare results for both the organization and patients.
Objective
Medication errors pose a significant risk to patient safety, which are also one of the main causes of adverse consequences, such as readmission to hospital, prolonged hospital stays, and legal liability. These errors can also lead to decreased patient satisfaction (Rodziewicz et al., 2023). The original objective of this project plan is to implement a Barcode Medication Administration (BCMA) in the nursing department of a general hospital. The final goal is to decrease medication errors by at least 50%. By implementing a BCMA, the organization strives to minimize errors in nursing, which, in turn, aligns with the broader organizational goal of improving organizational performance and patient outcomes.
Questions and Predictions
How will a barcode scanning system impact nursing workflow efficiency?
Initially, a barcode scanning system may increase employees’ workload as they adapt to the new process. However, as employees develop the skills necessary for quick and easy use of the system, the workload is expected to decrease while efficiency will grow.
What will be the cost of purchasing and implementing a barcode scanning system?
The estimated cost of the system includes its acquisition and implementation, including personnel training, as well as software and hardware, which amounts to approximately $50,000. While this may seem like a serious investment, the system is predicted to result in notable cost savings over time by reducing the costs associated with medication errors.
Will the nursing staff be able to accept and adapt to the new system readily?
The success of the BCMA project will largely depend on theories of change and leadership strategies. Using a theory of change such as Lewin’s change model will help unfreeze existing practices, introduce the barcode scanning system as a change, and then freeze the new process as the standard. In addition, the use of transformational leadership, which focuses on the intrinsic motivation of nursing staff and elevates collaboration, is expected to encourage staff engagement and system acceptance
Change Theories and Leadership Strategies
As defined above, to ensure the profitable performance of the BCMA system, it is critical to apply theories of change and leadership strategies. It will ensure that the multidisciplinary team will support the project and improve collaboration and the team’s ability to realize the plan not only effectively but also beneficially. Lewin’s change model is based on three key stages: unfreezing, moving, and refreezing (Tang, 2019).
In implementing a barcode scanning system, unfreezing will raise knowledge among nursing staff as well as their understanding of the need for change. It can be achieved through staff training, communication, and highlighting the potential benefits of the new system. The moving phase will include implementing the BCMA, which will be accompanied by adequate support and training. Finally, refreezing ensures that the new process becomes the standard way of administering medications and that staff fully accept and internalize the changes.
In addition, it is essential to use the transformational type of leadership in conjunction with Lewin’s theory. Transformational leaders inspire and engage their teams by supporting a shared vision and purpose (Collins et al., 2019). By inviting nursing staff to participate in the decision-making process and emphasizing their intrinsic motivation, leaders can promote collaboration and create common cooperation to improve patient safety through a BCMA (Collins et al., 2019). This leadership approach ensures that employees feel invested in the success of the new system.
Team Collaboration Strategy
Implementing a barcode scanning system requires clear responsibilities and actions from each team member, so effective team collaboration is essential. First of all, nurses must receive extensive training in the use of the barcode scanning system, as they will be responsible for using the system to administer medications on a daily basis (van der Veen et al., 2020). Head Nurse A will be responsible for teaching and disseminating knowledge. They will initially use the system on a limited basis, gradually expanding its use to all patients (van der Veen et al., 2020). Over time, each employee will learn to use the system to minimize medication errors.
Throughout the implementation of the new system, IT support specialists will play a critical role in purchasing, configuring, and maintaining the barcode scanning system. They will provide technical assistance to medical staff, ensuring the smooth operation of the system (Tuden et al., 2023). Together with them, Administrator A of the nursing department will oversee the overall implementation process. They will allocate the necessary resources, including finance and personnel, and monitor the project’s progress (Shore et al., 2022). In addition, leaders will also be responsible for ensuring that implementation aligns with the hospital’s strategic goals and budgetary constraints.
In order to ensure effective collaboration between team members, several approaches will be adopted, namely interdisciplinary team meetings, training and education, and the establishment and maintenance of clear communication mechanisms. By involving nursing staff and IT support in training sessions, they will understand each other’s roles and concerns better, promoting a sense of unity and teamwork (Suprapto & Verdyana, 2020).
Additionally, regular meetings to discuss progress and implementation challenges will allow team members to voice concerns, share best practices, and offer support to each other (Suprapto & Verdyana, 2020). Thanks to open communication, any problems and obstacles can be quickly resolved. It will also maintain clear and open lines of communication between all team members, ensuring that everyone is kept informed of the project’s progress, changes, and any updates related to the barcode scanning system (Suprapto & Verdyana, 2020). Thus, collaboration will be integral in achieving the plan’s goal of reducing medication errors.
Required Organizational Resources
To successfully implement the system, the organization must allocate the necessary resources, including equipment, staff, and funding. Staffing needs include nursing training that contains internal trainers and external experts. IT support staff may need to be expanded to ensure the system is appropriately configured, maintained, and supported. Regarding equipment and supplies, purchasing compatible barcode scanning devices is a core project requirement and is essential for accurate medication administration. Additionally, barcode scanning system software licenses must be obtained for all devices.
As a result, from a financial perspective, a budget must be allocated to account for time, resource acquisition, and ongoing system maintenance. It is also important to consider fees for access to patient records, access to departments, and IT infrastructure. Therefore, an estimated budget of $100,000 is recommended to include all the elements needed to implement a barcode scanning system successfully.
Conclusion
Failure to address the problem of medical errors in a general hospital can result in severe consequences affecting both the organization and its patients. Patient safety is at risk as ongoing medication errors can lead to prolonged hospital stays and increased healthcare costs (Rodziewicz et al., 2023). Incidents such as these undermine patient confidence in the hospital’s ability to provide safe care. Moreover, failure to address this issue can result in ongoing financial strain on the organization. Thus, the introduction of BCMA in a general hospital’s nursing department reduces risks and positively affects the organization’s work.
References
Collins, E., Owen, P., Digan, J., & Dunn, F. (2019). Applying transformational leadership in nursing practice. Nursing Standard, 35(5), 59–66. Web.
Rodziewicz, T. L., Houseman, B., & Hipskind, J. E. (2023). Medical error reduction and prevention. StatPearlsPublishing.
Shore, C. B., Maben, J., Mold, F., Winkley, K., Cook, A., & Stenner, K. (2022). Delegation of medication administration from registered nurses to non-registered support workers in Community Care Settings: A systematic review with critical interpretive synthesis. International Journal of Nursing Studies, 126. Web.
Suprapto, M. H., & Verdyana, E. (2020). Unity in the workplace. Review of Behavioral Aspect in Organizations and Society, 2(1), 15–24. Web.
Tang, K. N. (Ed.). (2019). Change management. In Leadership and Change Management (pp. 47–55). Chapter, Springer.
Tuden, D., Secong, D., & Wainwright, A. (2023). Nurse practitioner regulatory assessment. CIN: Computers, Informatics, Nursing. Web.
van der Veen, W., Taxis, K., Wouters, H., Vermeulen, H., Bates, D. W., & van den Bemt, P. M. (2020). Factors associated with workarounds in barcode‐assisted medication administration in Hospitals. Journal of Clinical Nursing, 29(13–14), 2239–2250. Web.
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