NHS4010 Asessment2 1.docx NHS 4010 Interdisciplinary Issue Identification Capella University NHS4010: Developing a Healthcare Prospective Interdisciplinary Issue Identification Through interviewing coworkers, yo
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NHS4010 Asessment2 1.docx NHS 4010 Interdisciplinary Issue Identification Capella University NHS4010: Developing a Healthcare Prospective Interdisciplinary Issue Identification Through interviewing coworkers, you can obtain information about current issues within any organization. The complicated part is how to get these problems corrected and the appropriate route to go through to make the most change. I had the unique pleasure to interview a coworker who has a rare experience in which she was a staff nurse, became a floor director, and then due to staffing reorganization and downsizing post facility buyout, is now a staff nurse again. Our facility was a physician owned hospital which was bought out by HCA Healthcare (HCA), a large multihospital corporation. Within our facility, there are many relevant issues that are currently occurring concurrently, but the root of most comes from a staffing prospective. There have been multiple attempted solutions thrown at this dilemma to no avail. It tends to lead to more obstacles for current staff and continual throwing of Band-Aids , such as obtaining short-term contract nurses, onto an ever-growing problem. I found it interesting to note that this peer stated that person to person interdisciplinary collaboration being very constructive all while being “confrontational and overprotective†at the organization level. She ended up given a one word answer to describe the organization, “brokenâ€. Issue Identification Staffing shortages and nurs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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