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Improving Communication for Timely Surgery Scheduling

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Improving Communication for Timely Surgery Scheduling

Introduction

Communication is the bridge in healthcare processes; however, the switch between

the operating room (OR) and floor teams in Methodist North Hospital has caused gaps that

create delays in the preparations of patients for surgery. These delays pose a risk to the

surgery timetable, whereby all surgeries and other treatments standing for the day may be

impacted, and poor patient results may be the end product. This proposal seeks to address the

areas of concern, explaining how communication between OR and floor teams can be done

efficiently in order to reduce the observed delays. The key work plan is targeted at

strengthening the human and financial resources for enhancing collaboration between

professionals, adopting the evidence-based approaches to the change management and

leadership, as well as providing timely surgeries for the patients.

Objective and Predictions

The goal of this plan is to implement clear communication guidelines between

Operating Room (OR) and Floor teams so as to avoid preparation time during handover.

Through a specific schedule of communication procedures, the plan will eliminate delays in

surgery preparation estimated by 30% relative to other similar working plans in healthcare

organizations (Rasool et al., 2024). Also, there are expectations that better communication

will result in a more efficient surgery calendar, better patient outcomes, and higher working

satisfaction because of the lower stress level and harsher defined tasks. These improvements

are expected to enhance the operational efficiency and the experience of patients as well as

the workforce.

Resource Management

Human Resources
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The successful implementation of this plan relies on coordinated efforts from key

human resources, which consist of the OR nurse, the charge nurse, and the floor RN. The OR

nurse will prepare a time-based communication before transferring to the next shift, and the

charge nurse will take responsibility for making sure that the patient is properly prepared for

the surgery. The floor RN will also be responsible for special facets like checking consent

forms and removing any jewellery.

Financial Resources

Financially, the plan does not entail direct costs since the plan is developed based on

improving efficiency on currently existing structures. There are also huge direct cost

reduction implications, such as the lessening of overtime charges, elimination of costs from

delay, and optimal use of resources. Timely surgeries also enhance patient turnaround,

increasing revenue potential.

Consequences of Inaction

Inaction will mean continuity of disruption during change of shifts, which is

detrimental to patients and staff. These inefficiencies could eventually reduce morale and

increase overtime, damage relations between departments, harm the hospital's image among

patients, and therefore lose consumers. Dealing with such problems as early as possible

benefits long-term operational and financial stability.

Interdisciplinary Collaboration

Interdisciplinary collaboration between the operating room (OR) and floor teams is

essential for smooth surgical operations. This kind of communication between these

departments impacts the preparation of the patients and the disruption of the surgery

timetable. There will be changes to written procedures that require pre-shift calls and

checklists as part of an increase in standard protocol. Literature describes general

recommendations such as the establishment of common objectives, free communication, and

planning of common meetings for feedback (Zajac et al., 2021). These practices enhance

confidence, ensure cohesion for working teams, and hence result in improved patient safety

satisfaction and general healthcare, hence reflecting organisational performance.

Change Management and Leadership

Lewin’s Change Model provides a guideline on how improvements in communication

can be managed. In the unfreeze phase, the employees are informed about the existing

communication problems and the necessity for their change. In the Change phase, new

measures such as mandatory pre-shift calls and checklists will be brought in to practice when

training staff (Ahmed et al., 2022). The refreeze phase involves recreating these changes by

reinforcing, providing feedback, and incorporating them into the organisation’s norms. A

transformational approach will encourage staff’s commitment by creating a vision, offering

support, and acknowledging the work they are doing to accomplish the desired change in the

communication practices.

Evidence-Based Communication Strategies

To improve the communication situation, the SBAR tool (Situation, Background,

Assessment, Recommendation) will be used to create standardised communication between

the OR and floor staff. Scripted calls and formulated checklists in the course of shift

exchanges will help make sure that the patient is ready and all preparations are done. All

these strategies promote accountability since responsibilities are clearly outlined for

everyone, eliminating chances of work being done erratically (Chandler, 2023). Such

evidence-based approaches of communication conform with the best practices of the

organisation in that they will facilitate higher coordination, little delay, and increased patient

satisfaction.

Conclusion
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Increased coordination between operating room and floor teams is important for better

scheduling of surgeries and organisational performance. The following plan will ensure that

surgeries are done on time, resources are well used, and, most importantly, patients benefit

from the services. Through engendering teamwork and accountability, the hospital can reduce

time progression and beef up care delivery standards. This strategy will go a long way to

enhance operations, improve patient satisfaction, and keep the hospital on the right track in

the delivery of health care services.

References

Ahmed, A., Kassem, A., & Sleem3, W. (2022). Applying Lewin’s Change Management

Theory To Improve Patient’s Discharge Plan. Mansoura Nursing Journal (MNJ),

9(2), 2022.

https://journals.ekb.eg/article_295591_2e01c440a7769101b9fd53066f06f65c.pdf

Chandler, K. L. (2023). Implementation of a Situation, Background, Assessment,

Recommendation (SBAR) Patient Handoff Tool in the Electronic Medical Record

(EMR) - ProQuest. Www.proquest.com.

https://search.proquest.com/openview/f4e6b0b902060113877921952ac46682/1?pq-

origsite=gscholar&cbl=18750&diss=y

Rasool, S., Ali, M., Shahroz, H. M., Hussain, H. K., & Gill, A. Y. (2024). Innovations in AI-

Powered Healthcare: Transforming Cancer Treatment with Innovative Methods.

BULLET : Jurnal Multidisiplin Ilmu, 3(1), 118–128.

https://www.journal.mediapublikasi.id/index.php/bullet/article/view/4094

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), 1–20.

https://doi.org/10.3389/fcomm.2021.606445