Learn how to complete NURS FPX 8006 Assessment 3 using diversity, equity, and inclusion principles to support innovation and organizational change.
Student name
Capella University
NURS- FPX8006
Professor Name
Submission Date
Developing Shared Values to Support Innovation using Diversity, Equity, and Inclusion (DEI)
Welcome, everyone! I’m Dr. John M. Lyons, and in this podcast episode, we’ll be speaking about a vital patient safety issue of national significance that has implications throughout healthcare systems across the country.
Rather, a variety of patient care and health management organizations throughout the country are constantly looking for ways to enhance patient results and minimize high-priced hospital re-admissions. Marginalized and underserved patient populations remain disproportionately affected by heart failure as it continues to be one of the most common preventable 30-day readmissions in the U.S. The podcast’s focus is on how establishing common organizational values based on diversity, equity, and inclusion (DEI) can be a powerful motivator for your team’s innovation in solving your heart failure readmissions challenge. Through a focus on inclusive care models, health care teams can better recognize and serve the social, cultural, and clinical needs of different groups of patients. By incorporating DEI concepts into care delivery, the practice of teamwork, minimizing systemic inequities, and ensuring that post-discharge services are available equally to everyone. In a nutshell, if shared goals match inclusive practices, health care organizations are more likely to be able to provide the transformational, patient-centered care.
Problem Statement
Pulmonary hypertension is underdiagnosed and/or delayed in the outpatient cardiopulmonary clinic due to limited access to timely specialty evaluation and the inconsistent referral practices. The goal of implementing a quality improvement effort to improve early recognition and diagnosis of PH is to decrease the time to outpatient clinic specialty evaluation of patients with PH symptoms by 25% in 12 weeks of implementation.
Developing Interprofessional Team Approaches for Innovative Outcomes
To create sustainable interprofessional teamwork, hierarchies need to be actively challenged to break down silos and integrate multiple voices and perspectives into new ways of thinking. There is a need to view heart failure readmission as a team effort and to align nurse practitioners, cardiologists, pharmacists, social workers, and case managers to work together and within each other’s roles. Inclusive conversations foster opportunities for diverse views to emerge from solutions that could not be developed on their own. Studies showed that groups with diverse viewpoints always have more creative, effective, and patient results. So it is not only a cultural choice to eliminate hierarchy, but it is a strategic choice for realising valuable innovation.
A frequent way to foster team development is to have members from different disciplines question the status quo and to begin solving problems in a new way by collaborating with everyone in the team to think through a problem from the perspective of equity. Inclusive decision making identified specific medication issues with non-adherence of underserved populations that were not recognized when the team created a culturally responsive heart failure discharge. The DEI principles put the social workers and case managers, who are typically overlooked even in clinical practice, on par with the cardiologists and nurse practitioners. Decision-making processes that share experiences with clinical data have been demonstrated to promote innovation. The moments of discovery shared by the interprofessional teams ultimately change how they’re viewed as functional units into opportunities for sustainable, equity-based innovation.
Theoretical Concepts Supporting and Evidence-Based Information
Theoretical frameworks are used to provide the intellectual structure that is required to understand how collaborative innovation comes about in the interprofessional health care team when tackling complex problems such as HF readmissions. In today’s healthcare landscape, there is a growing recognition of the interconnected nature of various systems, with each part contributing to the entire functioning of an organization. The systems theory has been influential in the healthcare field, as the idea goes, an organization is viewed as a network of components, such as individual providers, institutional policies, and other systems, all contributing to the overall operation of the system. The idea, when applied to heart failure readmission reduction, underscores the role of disjointed care systems in the needless readmission of patients and emphasizes the need for a coordinated approach in all parts of the system. These values, processes, and relationships within complex systems need to be deliberately restructured at all levels of care to support the process of transformation. The practice of using visionary leadership to drive interprofessional teams toward the goal of equity-driven and innovative solutions in order to break down long-held inequalities is further supported by the transformational leadership theory. The various theoretical frameworks reinforce the overarching argument that change for the better is not possible without changing at least another dimension. Combined, these two theories create a lens that can be used effectively to deceptively decrease HF readmissions while collaborating in a DEI lens.
From Innovation to Evidence-Based Practice
Adopting new ideas and developing a structured process to transfer them into an evidence-based practice is an intentional and collaborative team effort with a focus on patients’ outcomes. One interesting strand of work has been creating a heart failure discharge protocol that is culturally responsive and aligned with DEI principles to decrease 30-day re-hospitalizations among vulnerable populations. However, teams would systematically review literature to detect gaps in practice and test interventions before implementing them on a larger scale, and case managers/social workers would tackle SDoH, involving patients with social networks or community resources after hospitalization. Effective care for transition through structured transition care interventions (STCI) has been shown in multiple studies to decrease heart failure readmission rates when provided by interprofessional teams. Numerous studies have consistently shown that structured transition care interventions (STCI) with interprofessional teams reduce the readmission rates for HF. The combination of the steps provides a model that is replicable, equity-focused, and can lead to sustainable, measurable improvements in healthcare for heart failure.
Conclusion
The shared values that are built on diversity, equity, and inclusion are critical building blocks for interprofessional teams to make an innovative difference and help to minimize preventable heart failure readmissions. Nurse practitioners, cardiologists, pharmacists, social workers, and case managers can work together to bring change by breaking down hierarchical barriers, using systems and transformational leadership theories, and integrating collaborative innovation into the evidence-based practices. An integrated practice that fosters a culture of equitable, patient-centered care is possible when DEI principles are infused in all aspects of interprofessional care.
References
Al-Sattouf, A., Farahat, R., & Khatri, A. A. (2022). Effectiveness of transitional care interventions for heart failure patients: A systematic review with meta-analysis. Cureus, 14(9), e29726. https://doi.org/10.7759/cureus.29726
Cai, Y., Liu Yanping, & Liu, Q. (2025). Social determinants of health and 30-day readmission for heart failure patients in U.S. Hospitals: Evidence from ICD-10 Z-Code data. Healthcare, 13(17), 2102–2102. https://doi.org/10.3390/healthcare13172102
Gichane, M. W., Griesemer, I., Cubanski, L., Egbuogu, B., McInnes, D. K., & Garvin, L. A. (2024). Increasing diversity, equity, and inclusion in the health and health services research workforce: A systematic scoping review. Journal of General Internal Medicine, 40(7), 1487–1497. https://doi.org/10.1007/s11606-024-09041-w
Jun, K., & Lee, J. (2023). Transformational leadership and followers’ innovative behavior: Roles of commitment to change and organizational support for creativity. Behavioral Sciences, 13(4), 320. https://doi.org/10.3390/bs13040320
Li, T., & Tang, N. (2022). Inclusive leadership and innovative performance: A multi-level mediation model of psychological safety. Frontiers in Psychology, 13(1), 1–13. https://doi.org/10.3389/fpsyg.2022.934831
Maurer, M. E., Boone, T. H., Frazier, K., Forsythe, L., Mosbacher, R., & Carman, K. L. (2023). Examining how study teams manage different viewpoints and priorities in patient‐centered outcomes research: Results of an embedded multiple case study. Health Expectations, 26(4), 606–1617. https://doi.org/10.1111/hex.13765
Montori, V. M., Ruissen, M. M., Hargraves, I. G., Brito, J. P., & Kunneman, M. (2022). Shared decision-making as a method of care. BioMed Journal Evidence-Based Medicine, 28(4), 213–217. https://doi.org/10.1136/bmjebm-2022-112068
University of San Diego. (2022, September 6). Systems leadership in healthcare for improved outcomes. Nursing.sandiego.edu. https://nursing.sandiego.edu/blog/systems-leadership-in-healthcare-for-improved-outcomes
Williams, A., Lennox, L., Harris, M., & Antonacci, G. (2023). Supporting translation of research evidence into practice—The use of Normalisation Process Theory to assess and inform implementation within randomised controlled trials: A systematic review. Implementation Science, 18(1), 55. https://doi.org/10.1186/s13012-023-01311-1
FAQs
What is NURS FPX 8006 Assessment 3?
NURS FPX 8006 Assessment 3 entails designing shared organizational values that foster innovation via DEI efforts.
Why is DEI necessary for health care innovation?
DEI creates an environment that encourages creativity and innovation by fostering diverse points of view, equitable decisions, and inclusion.
Why are shared values essential in organizational change?
Shared values facilitate alignment of employee behaviors, enhance organizational culture, and increase stakeholder commitment in change efforts.
Which type of leadership facilitates DEI and innovation efforts?
Transformational and inclusive leadership are popularly associated with DEI success and innovation.