Topic 1 Discussion Question 1: Reflecting on the IHI Module TA 103: Increasing Value and Reducing Waste at the Point of Care, describe the role of the DNP-prepared nurse in managing costs

Topic 1 Discussion Question 1: Reflecting on the IHI Module TA 103: Increasing Value and Reducing Waste at the Point of Care, describe the role of the DNP-prepared nurse in managing costs

Topic 1 Discussion Question 1: Reflecting on the IHI Module TA 103: Increasing Value and Reducing Waste at the Point of Care, describe the role of the DNP-prepared nurse in managing costs

Assessment Description

Reflecting on the “IHI Module TA 103: Increasing Value and Reducing Waste at the Point of Care,” describe the role of the DNP-prepared nurse in managing costs. Identify one common barrier to cost management and inappropriate resource use. Discuss a change theory and how it can be applied in nursing practice to integrate sustainable care delivery. PDNP-835 Topic 1 DQ 1

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DNP-835 Topic 1 DQ 1

DNP-prepared nurses play a critical role in managing costs in healthcare by using their advanced education and training to improve patient outcomes and reduce healthcare spending. They can do this through various means, including implementing evidence-based practices, utilizing technology to improve efficiency and communication, and developing innovative care delivery models. Additionally, DNP-prepared nurses may be involved in research to identify cost-saving opportunities and implement financial management strategies.

One common barrier to cost management and inappropriate resource use in healthcare is a need for more transparency in pricing and cost information. With clear and accurate information about the costs of different treatments, procedures, and medications, it can be easier for healthcare providers, patients, and payers to make informed decisions about care. Additionally, the lack of transparency can lead to the overuse of resources, as providers may need to be made aware of more cost-effective alternatives. Furthermore, patients may need help to make informed decisions about their care, leading to higher out-of-pocket costs and financial burdens.

One change theory that can be applied in nursing practice to integrate sustainable care delivery is Lewin’s Change Management Theory. This theory posits that change occurs in three stages: unfreezing, changing, and refreezing (Henry et al., 2021). In the unfreezing stage, individuals or groups are made aware of the need for change and their current attitudes and behaviors are questioned. In the changing stage, individuals or groups are provided with new information and skills needed to adapt to the change. In the refreezing stage, the new attitudes and behaviors are consolidated and become the new norm. In nursing practice, Lewin’s Change Management Theory can be applied to integrate sustainable care delivery by first unfreezing current attitudes and behaviors related to resource consumption and waste. This can be done through education and awareness campaigns about the environmental impact of healthcare and the benefits of sustainable care delivery.

In the changing stage, new sustainable care delivery practices and technologies can be introduced and implemented, such as the use of electronic medical records, telehealth, and green cleaning products. In the refreezing stage, the new sustainable practices and technologies are consolidated and become the new norm in the healthcare setting. Supporting evidence can be found in various studies that have applied Lewin’s Change Management Theory in healthcare settings. A study by Cone and Unni (2020) found that Lewin’s Change Management Theory was effective in improving faculty satisfaction in a pharmacy school. Another study by Harrison et al., (2021) found that Lewin’s Change Management Theory was effective in implementing a new guideline for the prevention of surgical site infections in a hospital setting.

References

Cone, C., & Unni, E. (2020). Achieving consensus using a modified Delphi Technique embedded in Lewin’s change management model designed to improve faculty satisfaction in a pharmacy school. Research in Social and Administrative Pharmacy, 16(12), 1711-1717. https://www.sciencedirect.com/science/article/abs/pii/S1551741119310484

Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, 13, 85. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/

Henry, E. S., Robertshaw, S., & Stephenson, J. (2021). Improving accessibility to outpatient clinics for adults with suspected seizures from the emergency department: a quality improvement project. Seizure, 93, 160-168. https://www.sciencedirect.com/science/article/pii/S1059131121003514