NUR 2407 Assignment Interdisciplinary Communication
NUR 2407 Assignment Interdisciplinary Communication
You have been invited to assemble a task force to design a medication assistance program. You need to submit a proposal, regarding who you would invite, to the CEO. Consider the perspectives of prescribers, discharge planners, financial navigators, patients, suppliers, book keepers and subsidizers. If you were to seek the input of 5-7 stakeholders, who would you invite to the planning table, and why? Consider the need for a group facilitator. Who would that person be, and why?
Submit a 2-3 page APA style response to this query. Open with a paragraph of purpose, dedicate a paragraph to each stakeholder that you would invite, and close with a summary of what you hope to accomplish with the group, within a designated time frame.
Young aspiring professionals attending Brigham Young University-Idaho see the value in a broad perspective. Through a Major in Interdisciplinary studies they have the freedom to combine two or more courses of study to meet their future career goals. These Interdisciplinary Studies Majors have the potential to be a strong force for innovation and collaboration in their future careers. Their broad perspective sets them up to effectively communicate, collaborate, and innovate.
Collective Cognition: Two Brains Are Better Than One
Collective cognition refers to the idea that when a group of people pool their thinking abilities, they will outperform any individual performing the same task on their own. To put it simply, two brains are better than one. Each person comes with different backgrounds, experience, and expertise. When the best aspects of each person are highlighted we can reach heights that were otherwise unreachable. All major progress in civilization, from agriculture to the internet, can be attributed to this special ability to collaborate and find solutions to the problems we face together. We can apply this principle today, so long as we are able to effectively communicate. Communication, in many ways, is the hallmark of collective cognition; for without mutual understanding, there can be no progress. In an epistle to the Corinthians, Paul refers to the body of the church all members having their own unique abilities and purposes. “If the whole body were an eye, where were the hearing? If the whole were hearing, where were the smelling? […] There should be no schism in the body” (1 Cor. 12:17 & 25). Just as the body in this analogy, individuals that work together can more readily fulfill the purpose of the collective.
Interdisciplinary Communication: A More Powerful Teamwork
Interdisciplinary communication refers to the ability of professionals to mutually understand each other and to draw on each other’s expertise. When communication is fluid and ideas can flow freely, our ability to achieve and problem solve will improve. Carl Seger, the Senior Principal Engineer and Chief Architect of Intel, worked with a diverse set of professionals from different disciplines during a year’s sabbatical. Seger said that it took about six months before he, the physiologist, and the engineer could all understand what the other was talking about. The team pressed on, eventually finding mutual understanding, which allowed them to find new and innovative applications for both engineering and physiology. Reflecting on this experience Seger said, “Interdisciplinary communication is where truly great ideas emerge.” In a multidisciplinary team, each individual may use distinct vocabulary that is specific to their respective professions. A member of such a team that takes the time to think beyond their own paradigm by broadening their perspective, could play a key role in facilitating communication for all the parties involved. That team member, with a multidisciplinary perspective, would be the key to unlocking the collective cognition of the team. According to a survey conducted by the National Association of Colleges and Employers, over 78% of hiring managers look specifically for candidates who demonstrate strong teamwork skills. A well rounded professional who can look at a problem from multiple perspectives would be a key asset to any professional team.
Clément RJG, Krause S, von Engelhardt N, Faria JJ, Krause J, et al. (2013) Collective Cognition in Humans: Groups Outperform Their Best Members in a Sentence Reconstruction Task. PLOS ONE 8(10): e77943. https://doi.org/10.1371/journal.pone.0077943
Balliol College (2007). The Forefront of Computing. Floreat Domus, 13. Oxford, Oxfordshire, England. Retrieved from https://www.balliol.ox.ac.uk/alumni-and-friends/floreat-domus/2007/the-forefront-of-computing
Bortz, Daniel. (2017. Monster Worldwide. Retrieved March 1, 2018, from https://www.monster.com/career-advice/article/5-skills-employers-want-in-new-grads-and-arent-finding
Interdisciplinary Plan Proposal Scoring Guide
| Criteria | Non-performance | Basic | Proficient | Distinguished |
|---|---|---|---|---|
| Describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes. | Does not describe an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes. | Identifies an objective for an evidence-based interdisciplinary plan but does not clearly explain how the objective will help achieve a specific goal related to improving patient or organizational outcomes. | Describes an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes. | Describes an objective and predictions for an evidence-based interdisciplinary plan to achieve a specific goal related to improving patient or organizational outcomes, including methods from the literature that may be used to determine success. |
| Explain a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan. | Does not explain a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan. | Describes a change theory and a leadership strategy but the relevance to the success of interdisciplinary team in collaborating and implementing, or creating buy-in for, the project plan is not clearly explained and no evidence is provided. | Explains a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan. | Explains a change theory and a leadership strategy, supported by relevant evidence, that is most likely to help an interdisciplinary team succeed in collaborating and implementing, or creating buy-in for, the project plan, providing real-world examples relevant to the health care organization that is the context for the plan. |
| Explain the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective, including best practices of interdisciplinary collaboration from the literature. | Does not explain the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective. Does not cite best practices of interdisciplinary collaboration from the literature. | Explains collaboration but not in terms of an interdisciplinary team or does not include best practices from the literature. | Explains the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective, including best practices of interdisciplinary collaboration from the literature. | Explains the collaboration needed by an interdisciplinary team to improve the likelihood of achieving the plan’s objective, including best practices of interdisciplinary collaboration from the literature. Provides real-world examples relevant to the health care organization that is the context for the plan. |
| Explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. | Does not explain organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. | Identifies organizational resources needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. Does not include a financial budget. | Explains organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. | Explains organizational resources, including a financial budget, needed for the plan to succeed and the impacts on those resources if nothing is done to make the improvements sought by the plan. Provides real-world examples relevant to the health care organization that is the context for the plan. |
| Organize content so ideas flow logically with smooth transitions; contains few errors in grammar/punctuation, word choice, and spelling. | Does not organize content for ideas. Lacks logical flow and smooth transitions. | Organizes content with some logical flow and smooth transitions. Contains errors in grammar/punctuation, word choice, and spelling. | Organizes content so ideas flow logically with smooth transitions; contains few errors in grammar/punctuation, word choice, and spelling. | Organizes content with a clear purpose. Content flows logically with smooth transitions using coherent paragraphs, correct grammar/punctuation, word choice, and free of spelling errors. |
| Apply APA formatting to in-text citations and references, exhibiting nearly flawless adherence to APA format. | Does not apply APA formatting to headings, in-text citations, and references. Does not use quotes or paraphrase correctly. | Applies APA formatting to in-text citations, headings and references incorrectly and/or inconsistently, detracting noticeably from the content. Inconsistently uses headings, quotes and/or paraphrasing. | Applies APA formatting to in-text citations and references, exhibiting nearly flawless adherence to APA format. | Exhibits strict and flawless adherence to APA formatting of headings, in-text citations, and references. Quotes and paraphrases correctly. |
