Topic 6 Discussion DQ 1 & 2 Discussion: After discussing with your preceptor, discuss how leadership and economic models of a healthcare facility optimize EBP to improve patient outcomes

Topic 6 Discussion DQ 1 & 2 Discussion: After discussing with your preceptor, discuss how leadership and economic models of a healthcare facility optimize EBP to improve patient outcomes

Topic 6 Discussion DQ 1 & 2 Discussion: After discussing with your preceptor, discuss how leadership and economic models of a healthcare facility optimize EBP to improve patient outcomes

Topic 6 DQ 1

After discussion with your preceptor discuss how leadership and economic models of a healthcare facility, optimize EBP to improve patient outcomes.

Two references, not older than 5 years.

200 words.

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Topic 6 DQ2

Discuss the highlights of your strategic plan and any modifications that need to be made.

What additional information do you need to complete your capstone project paper what is your plan to attain that?

Refer to order 115304 to write.

Two references, not older than 5 years.

200 words.

Capstone Change Project Resources Topic 6

Assessment Description

Work with your preceptor to assess the organization for required resources needed for the strategic plan if the change proposal were to be implemented. Review your strategic plan and determine what resources would be needed if the change proposal were to be implemented. Write a list of at least four resources you will need in order to implement your change proposal.

The assignment will be used to develop a written implementation plan.

Change proposal plan will be for medication errors in the emergency department.

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Topic 6 Discussion Questions

DQ 1: After discussing with your preceptor, discuss how leadership and economic models of a healthcare facility optimize EBP to improve patient outcomes

Effective healthcare leadership promotes quality care by strengthening organizational survival and job satisfaction. According to Cakir & Adiguzel (2020), leadership involves the competence of influencing others, facilitating individual and collective efforts, and motivating followers to achieve shared objectives. In healthcare organizations, leaders face various constraints that affect their leadership competencies. Bleich (2019) contends that the new economy characterized by exponential change, stiff competition, and empowered consumers, coarse leaders to build economic models that accommodate patient-centered care, manage patients’ expectations, and create value. As a result, the integration of economic models in organizational leadership emerges as a profound strategy for promoting care quality and enabling institutions to circumvent multiple economic challenges, including convergent competition, the need to ensure sustainable resource utilization, and the mismatch between demand for quality care and supply of care services.

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Consequently, understanding the supply-demand model enables leaders to evaluate market variables like prices, demand, and competition within the healthcare industry. According to Santana et al. (2021), a clear typology of need, supply, access to care, and their interrelationships influence the policymaking process in healthcare systems. In this sense, organizational policies and quality improvement initiatives should be consistent with the prevailing need, improve access to care, and establish a balance between demand and supply. For example, it is vital to establish an equilibrium between demand and supply when incorporating advanced technologies like computerized physician order entry (CPOE) and e-prescribing modalities in interventions for preventing medication errors. The knowledge of the demand-supply model enables leaders to prevent duplication of services and barriers to entry for new technologies.

DQ 2a: Discuss the highlights of your strategic plan and any modifications

The proposed intervention plan for quality improvement entails approaches for preventing medication errors in the emergency department (ED). Medication errors lead to multiple adverse consequences, including premature deaths, increased care costs, compromised quality of life, and life-threatening conditions. A contingency plan for preventing mistakes during medication management includes educating prescribers, pharmacist-led medication reconciliation, and integrating technologies like physician order entry (CPOE) and an automated medication distribution system (Manias et al., 2020). When implementing these interventions, it will be fundamental to frequently assess and monitor the progress to identify baseline variations that compromise the realization of strategic objectives.

Similarly, frequent monitoring and evaluation can unearth any modifications that can improve the project. When assessing and monitoring the project, it is crucial to leverage feedback from interdisciplinary team members. According to Nikolic et al. (2020), feedback provides information about the project’s correctness, adequacy, and accuracy. Examples of modifications to the proposed intervention include reviewing the schedules for staff training on medication errors, extending the implementation timeframe to address unanticipated delays, and hiring more staff members to facilitate the project’s implementation.

DQ 2b: What additional information do you need to complete your capstone project paper? What is your plan to attain that?

As I continue with my capstone project, I require information regarding the theoretical underpinnings and conceptual frameworks for preventing and reducing the prevalence of medication errors. Also, I need information on scholarly recommendations regarding approaches for preventing medication errors to bolster the project’s credibility, consistency, and reliability. My plan to attain these objectives includes frequently reviewing scholarly evidence sources and appraising these evidence sources to identify reliable, credible, and up-to-date scientific sources.

References

Bleich, M. R. (2019). Health care leadership in the new economy. Journal of Continuing Education in Nursing, 50(5), 196–198. https://doi.org/10.3928/00220124-20190416-03

Cakir, F. S., & Adiguzel, Z. (2020). Analysis of leader effectiveness in organization and knowledge sharing behavior on employees and organization. SAGE Open, 10(1), 1–14. https://doi.org/10.1177/2158244020914634

Manias, E., Kusljic, S., & Wu, A. (2020). Interventions to reduce medication errors in adult medical and surgical settings: A systematic review. Therapeutic Advances in Drug Safety, 11, 1–29. https://doi.org/10.1177/2042098620968309

Nikolic, T. M., Perić, N., & Bovan, A. (2020). The role of feedback as a management tool in performance management program. Calitatea, 21(177), 3-8. https://www.proquest.com/openview/d9a56e3a1639ac315027698de325eadb/1?pq-origsite=gscholar&cbl=1046413

Santana, I. R., Mason, A., Gutacker, N., Kasteridis, P., Santos, R., & Rice, N. (2021). Need, demand, supply in health care: Working definitions, and their implications for defining access. Health Economics, Policy and Law, 1–13. https://doi.org/10.1017/S1744133121000293