Interview and Interdisciplinary Issue Identification

Interview and Interdisciplinary Issue Identification

Interview Summary

            The interview takes place at the Villa Health Network’s Clarion Court Skilled Nursing Facility. As a messenger for Villa Health’s central QA office, I am tasked with interviewing facility staff members about the implementation of a new electronic health record (EHR) system that was fraught with adversities. My role is thus to speak with staff members from both the management and patient care sides, learning about their perspectives on what went wrong and the lessons learned from the situation.

The organization’s problem was that it had an outdated health records system that needed to be upgraded. However, the facility did not have the autonomy to select an EHR that best suited their needs but was coerced into using the Healthix by the Villa health central administration. The problems stemmed from the facility’s lack of autonomy over the implementation project.

The organization’s actions were not independently initiated by the facility’s staff but rather by an implementation coach sent by the Villa health network. The implementation couch employed authoritarian leadership, in which Clarion Court employees were coerced into performing tasks as delegated. This did not sit well with some employees, particularly those in the IT department, who boycotted the duress and went on strike.

Concerning organizational culture, employees reacted positively to the news that a new EHR would be implemented, believing that it would free them from the challenges of the antiquated paper-based documentation system. However, due to a lack of appropriate training on the yet-to-be-implemented technology, they loathed the entire process, resulting in a failed implementation initiative.

Furthermore, some, particularly nurses, with a Luddite attitude contributed to the failure of complementation, which is a culture that must be forestalled. To ensure enough information was gathered, I used open-ended questions that allowed interviewees to further explain themselves and delve deeper into the issue.

An Issue from the Interview in which an Interdisciplinary Approach is Required

            The problem at Clarion Court stems from the authoritarian rule of the implementation couch, Josh. Josh, as an outsider from Baltimore, does not understand the issues at Clarion Court and thus lacks the moral authority to lead people through an implementation project at the facility.

Furthermore, he disregards the Clarion Court employees’ opinions, which leads to animosity between him and the local employees. According to the ethical decision-making model, it would be morally justifiable to choose someone from the facility to oversee the implementation process because they are aware of the situation and its gravity at the facility.

Respect, effective communication, and collaboration are essential for an effective interdisciplinary force. If the implementation coach had respected the Clarion Court employees’ decisions, established a proper communication platform, and viewed them as partners rather than inferior accomplices, the environment could have fostered a productive workforce. An effective interdisciplinary force would thus, in addition to promoting the relationship between the employees and the coach, result in a better and more expedited implementation process with improved outcomes.

According to Amend et al. (2022), to achieve an overarching goal of EHR implementation, the perspectives of relevant stakeholders must be considered. It is thus critical to identify the opportunities and potential challenges suggested by stakeholders, the majority of whom are Clarion Court care providers and patients.

Potential Change Theory

Change is the only constant in the healthcare industry, and as the adage goes, change is inevitable. Technology has arguably played a significant role in the healthcare revolution, from the old methods of operation to the current epoch, where almost all departments within a hospital are technologized.

According to Errida and Lotfi (2021), potential drivers of change include new technologies, policies that support a change, economic factors such as increased flow of funds and spending, and social factors such as an individual’s age attitude toward change, and diversity. Keeping the factors in mind, an individual, or more specifically, the change agent, can progress from being aware of innovation to confirming the decision to adopt or reject the idea, ushering in the concept of innovation diffusion change theory.

Roger’s theory, known as the innovation diffusion theory, is distinguished by the fact that even if the change process fails, the change can be resurrected at a later and more appropriate time or in a more appropriate form (Mohammadi et al., 2017). Furthermore, Roger emphasizes the importance of involving key people in the change process, such as policymakers and various funders.

The theory is divided into five steps, which are as follows: (1) knowledge of innovation, (2) persuasion in which the person actively seeks information about the innovation (3) decision, in which the individual weighs the benefits and drawbacks of implementing the change, (4) implementation, which entails the actual process of transforming the idea into reality, and (5) conformation, in which the individual finalizes the decision to continue using the innovation (Mohammadi et al., 2017).

The theory promotes interdisciplinary collaboration, as evidenced by the inclusion of people in each of the five phases described. In the case of the Clarion Court facility, the implementation phase was faced with several challenges halting its progress. Owing to its publishment within the last five years, addressing an evidence-based practice model for the Rogers innovation diffusion theory, and being authored by real change implementers in the nursing field, the article provides credible and reliable information.

Leadership Strategies that could lead to an Interdisciplinary Solution

            Almost every aspect of an organization’s operations is influenced by its leadership. While supportive leadership results in a more productive workforce and improved organizational performance, the opposite is also true. In healthcare, a combination of democratic and transformational leadership is the best strategy for achieving care delivery goals. While a democratic leader seeks and uses the opinions of colleagues to effect management, a transformational leader affects change in individuals and systems (Abdullahi et al., 2020).

A democratic leadership facilitates an interdisciplinary solution by encouraging all employees to participate in decision-making. In contrast, transformational leadership does so by instilling valuable and positive change in employees, thereby impacting their productivity. The article provides trustworthy information about nursing leadership strategies and was published within the last five years, making it a credible source.

Collaborative Approaches relevant to establishing an Interdisciplinary Team to address the Organizational Issue

            Collaboration in healthcare necessitates the participation of various professionals to achieve agreed-upon patient care goals. Good communication, mutual respect between employees and the implementation coach, and an aspect of negotiation are collaborative approaches that would be effective at Clarion Court. First, communication is a critical pillar in collaboration because it is the only link between people and, if not well orchestrated, leads to a breakdown in the implementation process, as demonstrated at Clarion Court (Boyle et al., 2019). Respecting one another is beneficial to the implementation’s progress and promotes a productive workforce.

Furthermore, negotiating the time when tasks are completed, how they are executed, and what is required to complete them is critical in reducing the burden on employees (Boyle et al., 2019). The fallout between Clarion Court employees and the implementation coach was caused by a breakdown in communication, a lack of mutual respect, and a failed negotiation. Boyle et al. (2019), in addition to being published within the last five years, discusses a current issue, the role of an interprofessional approach to EHR implementation, and is thus a credible and relevant source.


            Change drivers can be found in various forms, including social and economic factors, the environment, policies, and the political interface. Even if there is no appropriate time for change implementation, favorable essentials such as capital, technology, workforce, and people’s attitudes should be considered as the bare minimum of implementing a change.

Technology has been a boon in the modern era, contributing to massive revolutionary advancements in the health sector. This is evident at the Clarion Court Skilled Nursing Facility, which is concerned about its outdated health records system and needs an upgrade. A lesson learned is that if there is a need to implement change in the future, care should be taken not to involve outsiders in running a whole implementation program that they are incognizant of.


Abdullahi, A. Z., Anarfo, E. B., & Anyigba, H. (2020). The impact of leadership style on organizational citizenship behavior: do leaders’ emotional intelligence play a moderating role? Journal of Management Development39(9/10), 963–987.

Amend, J., Eymann, T., Kauffmann, A. L., Münch, T., & Troglauer, P. (2022). Deriving facilitators for electronic health record implementation: A systematic literature review of opportunities and challenges.

Boyle, D. K., Baernholdt, M., Adams, J. M., McBride, S., Harper, E., Poghosyan, L., & Manges, K. (2019). Improve nurses’ well-being and joy in work: Implement true interprofessional teams and address electronic health record usability issues. Nursing Outlook67(6), 791–797.

Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management13, 184797902110162.

Mohammadi, M. M., Poursaberi, R., & Salahshoor, M. R. (2017). Evaluating the adoption of evidence-based practice using Rogers’s diffusion of innovation theory: a model testing study. Health Promotion Perspectives8(1), 25–32.

Interview and Interdisciplinary Issue Identification Instructions

Interview Summary

Summarize your interview in this section. Be sure to relate concise information about:

  • the health care organization that was discussed in the interview.
  • the interviewee’s role and duties.
  • the relevant issues at the organization.
  • any relevant comments on the actions taken by the organization or leadership previously and their effectiveness.
  • the organizational culture related to collaboration.
  • any relevant collaboration or interdisciplinary team experience you interviewee has had.

The goal of this section is to convey what was discussed at the interview and identify an issue to pursue throughout the rest of this assessment (and future assessments in this course), as well as have enough information to relate theories, strategies, and approaches to the situation at the organization.

Issue Identification

Identify the issue from the interview for which you consider an evidence-based interdisciplinary approach appropriate. Provide one or more specific reasons why an interdisciplinary approach would be appropriate for the issue.

Change Theories That Could Lead to an Interdisciplinary Solution

For this section, look to the literature and describe one or more change theories that would help to develop an interdisciplinary solution to the identified issue. Also, you should briefly note the relevance and credibility of the sources that you cite.

Another way to think through this section is:

  • What is the change theory?
  • How could it help create an interdisciplinary solution?
  • How relevant is the theory to the specific identified issue?
  • How credible is the source?

Leadership Strategies That Could Lead to an Interdisciplinary Solution

This section is similar to the previous one, except you will be looking to the literature to help you describe one or more leadership strategy that would help you develop an interdisciplinary solution to the identified issue. Also, you should briefly note the relevance and credibility of the sources that you cite.

Another way to think through this section is:

  • What is the leadership strategy?
  • How could it help create an interdisciplinary solution?
  • How relevant is the strategy to the specific identified issue?
  • How credible is the source?

Collaboration Approaches for Interdisciplinary Teams

Again, this section will be similar to the previous once, except that the focus will be on collaboration approaches. Depending on whether or not your interviewee’s organization uses interdisciplinary teams frequently, your focus in this section may be on how to establish interdisciplinary teams and a collaborative foundation or how to improve the collaboration within an already established teams. You should also briefly note the relevance and credibility of the sources that you cite.

Another way to think through this section is:

  • What is the leadership approach?
  • How could it help establish or improve collaboration?
  • How relevant is the approach to the specific identified issue?
  • How credible is the source?