NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Name

Capella university

NHS-FPX 5004 Communication, Collaboration, and Case Analysis for Master’s Learners

Prof. Name

Date

Diversity Issue Kickoff Presentation

Greetings, everyone. My name is Manjit, and as we all know, we are here to discuss how fostering diversity and inclusion is crucial for Lakeland Clinic’s success. This paper will delve into forming a strong team to tackle this challenge, outlining the project’s goals, team composition, and collaborative strategies.

Presentation Objectives

The objectives of this presentation will include information about the following aspects:

• Need for the diversity project
• Present goals and priorities of the diversity project
• Composition of the interprofessional team and their roles
• Collaboration strategies
• Features of a diverse and inclusive workplace
• Benefits of diversity and inclusivity in the healthcare workplace

Why is this Diversity Project Needed?

A recent employee survey at Lakeland Clinic revealed a concerning trend: 75% of staff expressed concerns regarding workplace disrespect, work-life balance, and, most importantly, diversity issues. This lack of inclusivity impacts employee morale and creates a barrier to effectively serving out the Haitian community. Cultural misunderstandings have led to mistrust, hindering staff-patient connections and potentially compromising the quality of care we provide. Addressing this challenge head-on is not just an initiative; it is an opportunity to build a more welcoming and culturally competent workplace, ultimately leading to a stronger Lakeland Clinic and a healthier community.

Project Goals and Priorities

The project’s goal is to foster a more inclusive and culturally competent workplace at Lakeland Clinic, improving staff-patient relationships and clinic effectiveness. For that reason, certain initial priorities are set to achieve the stated goal. The first priority is to increase cultural competency. Its significance is that a significant portion of our patients are Haitian, and cultural misunderstandings are hindering communication and trust. Equipping staff with cultural competency training will enhance patient interactions, leading to better healthcare outcomes (Stubbe, 2020).

The second priority is to promote a respectful workplace environment, as the survey highlighted issues of disrespect among staff. Addressing these concerns is crucial for building a positive and collaborative work environment and fostering teamwork and employee satisfaction (Chantarat et al., 2022). The third priority set is to develop a diversity and inclusion action plan. It is important because we need a clear roadmap to achieve our goal. This action plan will outline specific strategies for cultural competency training, promoting respectful interactions, and fostering an inclusive culture (Stanford, 2020).

The success of achieving goals and setting priorities is based on certain assumptions. For instance, there is willingness among staff to participate in cultural competency training and engage in efforts to improve diversity and inclusion. Further, Lakeland Clinic’s leadership is committed to providing resources and support for this project. Moreover, existing data from the employee survey provides a reliable starting point for understanding diversity challenges (Qasim et al., 2022). 

Interprofessional Team and their Characteristics

To effectively address Lakeland Clinic’s diversity challenges, we will assemble a team with a unique blend of expertise and perspectives. Here is the composition of the proposed team:

 HR Representative (Internal)

 This team member will be within the clinic with a Master of Business Administration (MBA) in Human Resources Management or a Bachelor of Arts (BA) in Human Resources Management qualification. The person should have developed and implemented HR programs promoting a positive and inclusive work environment. The person should have experience in HR policies, conflict resolution, and diversity and inclusivity initiatives. The HR will provide institutional knowledge of HR procedures and can navigate internal systems for implementing change through an unbiased attitude toward recruitment (Verma, 2024). 

Physician with Haitian Background (Internal)

The second proposed team member is a physician with a Haitian ethnic background. The qualifications for this role require expertise in healthcare delivery and a Doctor of Medicine (MD) with a potential specialization in Family Medicine or Internal Medicine. The member should have experience of working with Haitian patients, familiarity with cultural nuances that impact interactions, and a good reputation regarding their position. Their role would offer valuable insights into the patient perspective and cultural sensitivities critical to fostering trust, as studies suggest higher satisfaction, improved communication, and adherence to the workforce of the same ethnic background (Jacobs et al., 2022).

Community Leader (External)

The next team member should be a community leader, ideally from a Haitian background with qualifications of strong ties to the Haitian community and an understanding of community needs and perspectives. A specific degree would matter less. The person should have experience in leading community initiatives and advocating for the Haitian population. It will ensure that the team’s solutions are culturally appropriate and address the broader community context (Alam & Nur, 2023).

Diversity and Inclusion (D&I) Consultant (External)

The last recommended team member is a diversity and inclusion consultant. The qualifications must show a proven track record in designing and implementing successful D&I programs in healthcare settings, so the degree of MA in resource management or specialization in D&I would be attractive. The experience should include conducting diversity audits, facilitating cultural competency training, and developing action plans. The role would ensure that discrimination and biases are averted, in compliance with the American Nurse Association’s (ANA) Code of Ethics (Meyer, 2020).  It will provide a neutral viewpoint, best practices expertise, and resources for program development and implementation, ensuring the ethical principles in healthcare, especially equality (Durrah, 2023).

Effective Interprofessional Collaboration

Building a truly collaborative team requires a clear structure, open communication, and established methods for sharing ideas and making decisions. Here is how we will achieve effective interprofessional collaboration within our diversity project committee:

For communication, we will hold bi-weekly meetings/training sessions to ensure consistent progress (Zou, 2023). Agendas will be distributed beforehand, and minutes will be documented and shared after each meeting. We will utilize a collaborative online platform, Slack or Microsoft Teams, to facilitate ongoing communication, document sharing, and quick updates between meetings. During these meetings, we will foster a safe space for open and respectful communication. Active listening, encouraging diverse viewpoints, and promoting trust will utilized as proven methodologies. Appreciative inquiry will be used that will allow us to leverage existing strengths within the clinic and build upon experiences to address diversity challenges (Wall, 2022). 

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

For idea sharing, we will conduct brainstorming sessions to generate ideas regarding adversity challenges. Techniques like mind mapping and group discussion will be encouraged on a variety of inclusivity topics, such as stereotypes (Marjadi et al., 2023). All decision-making will be based on data collected from surveys, focus groups, and feedback mechanisms. We will strive for consensus-based decisions. While respecting individual opinions, the team will work towards solutions everyone can support. World Café discussions is a structured conversion technique that encourages focused discussions on key issues within smaller groups. It will help foster diverse perspectives and rich exchanges among the interdisciplinary team and other stakeholders like staff members (McGrath et al., 2023). 

My role as a project leader will be to guide the entire project by facilitating discussions, managing timeliness, and ensuring open communication. The committee will function as a think tank. Collaboratively identify solutions and develop the diversity and inclusion action plan. A horizontal team structure, valuing each member’s expertise and encouraging everyone to actively participate can be utilized as a proven methodology (Winasti et al., 2023). By working together as a cohesive team, we can develop an effective action plan that addresses Lakeland Clinic’s diversity challenges and creates a more inclusive workplace environment.

Features of a Diverse and Inclusive Workplace

A diverse workplace goes beyond just having a variety of ethnicities or genders. It fosters an environment where people feel valued, respected, and empowered to contribute their best. Here are some key characteristics of a diverse workplace:

• A diverse workplace would represent differences. Demographically it will be a mix of races, ethnicities, gender, age, disability, religion, and socio-economic backgrounds (Forstag & Cuff, 2020). 

• A diverse workplace would have a welcoming environment where everyone feels valued and respected regardless of background. It would also be psychologically safe, where you feel comfortable sharing ideas and expressing yourself without fear of judgment. Moreover, it would have equal opportunities, meaning everyone would have access to training, mentorship, and career development (Chantarat et al., 2022). 

• Cultural Competency is another important characteristic of a diverse workplace. Here, people will know of, respect, and appreciate different cultures and customs. The organization would implement policies and procedures that cater to diverse needs and experiences, along with effective communication, fostering trust and avoiding misunderstandings (Stubbe, 2020).
• Most importantly, a diverse workplace has visible leadership support that actively champions D&I initiatives with collective growth purposes. It provides necessary resources and support for diversity programs. Moreover, they hold everyone accountable for creating a diverse and inclusive environment (Qasim et al., 2022). 

Benefits of Diversity and Inclusivity in Healthcare Workplace

Promoting diversity and inclusion in healthcare isn’t just a moral imperative; it’s a strategic decision with demonstrably positive outcomes for both patients and the organization. Following are some evidence-supported benefits:

• • It will enhance patient care and improve health outcomes at Lakeland Clinic. Diverse healthcare teams can better understand and address specific needs, cultural nuances, and social determinants of their patients that disproportionately impact certain communities. For instance, in a California hospital system, a focus on hiring bilingual staff improved communication with Spanish-speaking patients, leading to better care (Vera et al., 2023). 
  • Another benefit is increased innovation and problem-solving, as diverse teams bring a more comprehensive range of perspectives to the table. A study discusses the results as integrated care and cohesive team (Lysanne et al., 2023). 
  • It improves employee engagement and satisfaction because when employees feel their backgrounds are valued and respected, they experience greater job satisfaction and engagement. A hospital system with a strong diversity and inclusion program saw a significant decrease in employee turnover and a boost in employee morale (Vries et al., 2023).

• It also enhances the organizations’ reputation and attracts top talent because diverse workplaces are seen as more attractive. A study found that above 70% of job seekers look for company’s diversity when seek potential employers (Manifest, 2020).

Conclusion

In conclusion, fostering D&I at Lakeland Clinic is essential for creating a respectful and welcoming work environment but also for enhancing patient care and organizational effectiveness. By implementing a comprehensive diversity project and leveraging the expertise of a dedicated interprofessional team, we can address the challenges identified in our recent survey and build a culturally competent workplace. Together, we will create a healthier and more inclusive community, benefiting both our staff and the patients we serve.

References

Alam, A., & Nur, J. (2023). The role of leaders in integrating diversity and inclusion within an organization: A qualitative study on the organizational level from a Swedish Perspective. Umu.diva-portal.org https://umu.diva-portal.org/smash/get/diva2:1816103/FULLTEXT03.pdf 

Chantarat, T., Rogers, T. B., Mitchell, C. R., & Ko, M. J. (2022). Perceptions of workplace climate and diversity, equity, and inclusion within health services and policy research. Health Services Research, 58(2). https://doi.org/10.1111/1475-6773.14032 

Durrah, S. (2023). Strategies for improving performance through diversity and strategies for improving performance through diversity and inclusion in the workplace. Scholarworks.waldenu.edu. https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=15955&context=dissertations 

Forstag, E. H., & Cuff, P. A. (2020). Recruiting and supporting a diverse workforce. In www.ncbi.nlm.nih.gov. National Academies Press (US). https://www.ncbi.nlm.nih.gov/books/NBK563948/ 

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Jacobs, C. K., Douglas, M., Ravenna, P., Wilson, E., Piggott, C., Chrusciel, T., & Strothers, H. (2022). Diversity, inclusion, and health equity in academic family medicine. Family Medicine, 54(4), 259–263. https://doi.org/10.22454/fammed.2022.419971 

Lysanne, A., Vermeeren, B., Koster, F., & Steijn, B. (2023). Functional diversity and team innovation. Health Care Management Review, 48(3), 229–236. https://doi.org/10.1097/hmr.0000000000000369 

Manifest, T. (2020, June 18). 70% of job seekers value a company’s commitment to diversity when evaluating potential employers. Www.prnewswire.com. https://www.prnewswire.com/news-releases/70-of-job-seekers-value-a-companys-commitment-to-diversity-when-evaluating-potential-employers-301079330.html 

Marjadi, B., Flavel, J., Baker, K., Glenister, K., Morns, M., Triantafyllou, M., Strauss, P., Wolff, B., Procter, A. M., Mengesha, Z., Walsberger, S., Qiao, X., & Gardiner, P. A. (2023). Twelve tips for inclusive practice in healthcare settings. International Journal of Environmental Research and Public Health, 20(5). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10002390/ 

McGrath, C., Kennedy, M.-R., Gibson, A., Musse, S., Kosar, Z., & Dawson, S. (2023). World Cafés as a participatory approach to understanding research agendas in primary care with underserved communities: Reflections, challenges and lessons learned. Research Involvement and Engagement, 9(1), 101. https://doi.org/10.1186/s40900-023-00509-3 

Meyer, D. (2020). Diversity, inclusion, and health equity. Teaching and Learning in Nursing, 15(4). https://doi.org/10.1016/j.teln.2020.06.010 

Qasim, S., Usman, M., Ghani, U., & Khan, K. (2022). Inclusive leadership and employees’ helping behaviors: Role of psychological factors. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.888094 

Stanford, F. (2020). The importance of diversity and inclusion in the healthcare workforce. Journal of the National Medical Association, 112(3), 247–249. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7387183/

NHS FPX 5004 Assessment 3 Diversity Project Kickoff Presentation

Stubbe, D. E. (2020). Practicing cultural competence and cultural humility in the care of diverse patients. Focus, 18(1), 49–51. https://doi.org/10.1176/appi.focus.20190041 

Vera, A. L., Thomas, K., Trinh, C., & Nausheen, F. (2023). A case study of the impact of language concordance on patient care, satisfaction, and comfort with sharing sensitive information during medical care. Journal of Immigrant and Minority Health, 1–9. https://doi.org/10.1007/s10903-023-01463-8 

Verma, A. (2024). Role of diversity, equity and inclusion at workplace. International Journal of Business and Management Invention (IJBMI) ISSN, 13, 60–63. https://doi.org/10.35629/8028-13016063 

Vries, N., Boone, A., Godderis, L., Bouman, J., Szemik, S., Matranga, D., & de Winter, P. (2023). The race to retain healthcare workers: a systematic review on factors that impact retention of nurses and physicians in hospitals. INQUIRY: The Journal of Health Care Organization, Provision, and Financing, 60(60) https://doi.org/10.1177/00469580231159318 

Wall, T. (2022, February 9). Using Appreciative Inquiry in improving diversity and high-quality work. Www.peoplemanagement.co.uk. https://www.peoplemanagement.co.uk/article/1751664/using-appreciative-inquiry-improving-diversity-and-high-quality-work 

Winasti, W., Berden, H., & van Merode, F. (2023). Hospital organizational structure and information processing: An Entropy Perspective. Entropy, 25(3), 420. https://doi.org/10.3390/e25030420 

Zou, Y. (2023). Improving healthcare workforce diversity. Frontiers in Health Services, 3. https://doi.org/10.3389/frhs.2023.1082261