IntroductionThe health organizations of today are highly complex and specialized. Given this scenario, there is a need for health professionals to work collaboratively within interprofessional work teams to ensure quality and safe care. To strengthen interprofessional teamwork, it is imperative that health organizations enhance strategic human resources management by promoting team member satisfaction.ObjectiveTo analyze the satisfaction of members in interprofessional teams and to explore interpersonal relationships, leadership, and team climate in a hospital context.MethodologyThis study is an explanatory sequential mixed methods (quantitative/qualitative) study of 53 teams (409 professionals) at a university hospital in Santiago, Chile. The first phase involved quantitative surveys with team members examining team satisfaction, transformational leadership, and team climate. Social network analysis was used to identify interactions among team members (cohesion and centrality). The second phase involved interviews with 15 professionals belonging to teams with the highest and lowest team satisfaction scores. Findings of both phases were integrated.ResultsSignificant associations were found among variables, and the linear regression model showed that team climate (β = 0.26) was a better predictor of team satisfaction than team leadership (β = 0.17). Registered nurse was perceived as the profession with the highest score on the transformational leadership measure (mean = 64), followed by the physician (mean = 33). Team networks with the highest and lowest score of team satisfaction showed differences in cohesion and centrality measures. Analysis of interviews identified five themes: attributes of interprofessional work; collaboration, communication, and social interaction; interprofessional team innovation; shared leadership; and interpersonal relationship interface work/social. Integration of findings revealed that team member satisfaction requires participation and communication, common goals and commitment for patient-centered care, clear roles and objectives to support collaborative work, and the presence of a transformational leader to strengthen well-being, dialog, and innovation.ConclusionsResults have the potential to contribute to the planning and decision-making in the field of human resources, providing elements to promote the management of health teams and support team member satisfaction. In turn, this could lead to job permanence especially where the local health needs are more urgent.

Parents need complete preoperative information about anesthesia, surgery and postoperative care, received verbally and in advance.

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Objective:Evaluate the effect of interprofessional education on the climate of Primary Health Care teams and on the acquisition of knowledge about management of chronic non-communicable diseases.Method:Quasi-experimental study of interprofessional education intervention. Seventeen Primary Health Care teams (95 professionals) participated in the study, of which nine teams (50 professionals) composed the intervention group and eight teams (45 participants) composed the control group. The team climate inventory scale and a questionnaire on knowledge about management of chronic conditions in Primary Health Care were applied before and after intervention. Type I error was fixed as statistically significant (p<0.05).Results:In the analysis of knowledge about management of chronic conditions, the teams that participated in the interprofessional education intervention presented higher mean post-intervention increase than the teams of the control group (p < 0.001). However, in the analysis of both groups, there was no significant variation in the teamwork climate scores (0.061).Conclusion:The short interprofessional education intervention carried out during team meetings resulted in improved apprehension of specific knowledge on chronic conditions. However, the short intervention presented no significant impacts on teamwork climate.

Background The burden of treatment can overwhelm people living with type 2 diabetes and lead to poor treatment fidelity and outcomes. Chronic care programs must consider and mitigate the burden of treatment while supporting patients in achieving their goals. Objective To explore what patients with type 2 diabetes and their health providers consider are the workload and the resources they must mobilize, i.e., their capacity, to shoulder it. Methods We conducted focus groups comprised of 30 patients and 32 clinicians from three community health centers in Chile implementing the Chronic Care Model to reduce cardiovascular risk in patients with type 2 diabetes. Transcripts were analyzed using thematic content analysis techniques illuminated by the Minimally Disruptive Medicine framework. Findings Gaining access to and working with their clinicians, implementing complex medication regimens, and changing lifestyles burdened patients. To deal with the distress of the diagnosis, difficulties achieving disease control, and fear of complications, patients drew capacity from their family (mostly men), social environment (mostly women), lay expertise, and spirituality. Clinicians found that administrative tasks, limited formulary, and protocol rigidity hindered their ability to modify care plans to reduce patient workload and support their capacity. Conclusions Chronic primary care programs burden patients living with type 2 diabetes while hindering clinicians’ ability to reduce treatment workloads or support patient capacity. A collaborative approach toward Minimally Disruptive Medicine may result in treatments that fit the lives and loves of patients and improve outcomes.

The surgical process requires the coordination of a number of professionals who understand their own roles and responsibilities, as well as those of the team. In the perioperative setting, expectations are established around behaviors and competencies of every team member. These expectations are influenced by knowledge, training and experience, and may ultimately influence results and the ability to adapt and respond to work demands. In Chile, there exists an ambiguity and lack of definition in the role of the nurse. The objective of this study was to examine the healthcare team's perception of the current role of the perioperative nurse, as well as the expected and desired characteristics of the role from the team's perspective. A qualitative, descriptive case study was carried out, using semi-structured interviews conducted with a purposive sample of surgeons, anaesthesiologists, professional nurses and technical nurses from three hospitals in Santiago, Chile. The accounts were analysed using an inductive, thematic format. It was found that the current perioperative nursing role, with a predominance of administrative charting, recordkeeping and guidelines for the management of safety, quality control and human and material resources, restricts direct patient care. Expected characteristics of the role included comprehensive theoretical and practical training and the development of relational skills for teamwork, direct patient care and advocacy in the surgical context. These results provided initial steps towards redefining the role of the perioperative nurse, strengthening collaborative efforts and optimising patient care during a time of high vulnerability.

Purpose/Aims The aim of this study was to explore the perceptions that experienced and highly specialized nurses have of the clinical nurse specialist (CNS) role through description of the registered nurses' (RNs') experiences. Design This study used a qualitative descriptive design. Methods Interviews were conducted with 6 RNs (2 managers, 1 chief nursing officer, 2 educators, and 1 clinician) and 32 RNs who participated in 5 focus groups. Participants were purposively sampled from intensive care units and emergency departments from 4 public and private hospitals. The analysis of the narratives and field notes used thematic content analysis. Results Common aspects of the CNS competencies and the experienced RN were recognized. These included direct patient care, assessment, and mentoring, with important differences in management, research, and coaching competencies. Conclusion The findings could facilitate the development of a master's program for the CNS in Chile. Formally recognizing the skills and clinical experiences of expert RNs may motivate nurses to pursue a master's degree that prepares them for advanced practice.

Introduction: The health organizations have become increasingly complex, making necessary to have various disciplines/professions engaging in an integral view of the health problems. The team work approach appears more effective and adaptive for these professional that requires recognizing their interdependency. Objective: To analyze the social interchanges and its relation with leadership, climate and satisfaction of members in Interprofessional teams in a hospital context. Methodology: Explanatory sequential mixed method (QUANT-QUAL). First phase with two stages, (1) observational, transversal and correlational including linear regression for satisfaction with the team (TS), transformational leadership (TL) and team climate (TC) and (2) social networks analysis to identify the structure and interactions among teams members. The sample size of 409 professionals of 53 teams at a university hospital in Santiago, Chile. In the qualitative phase using a descriptive design, 15 professionals from teams with results extremes and average of TS, were interviewed. The first phase used descriptive statistics, correlation, linear regression, also cohesion and centrality measurements of the formal and informal social network. Qualitative phase used thematic content analyzes. Finalizing with all the results integrated. Results: Significant associations were verified between TS, TL and TC. Linear regression with TS as the dependent variable and adjusted for age, number of members and time with the team showed that the TC (B 0,256) can largely explain TS when compared to TL (B 0,168). The nurse was recognized for the team members as the informal TL by 72% (66%-77%) and the doctor by 15% (10%-19%). Analysis of the formal networks showed that the nurse is the main source of direction to solve patient problems, the informal networks showed that the professional tend to group with others of the same profession. The analysis of teams networks with extreme results in the TS variable showed differences between those with higher and lower satisfaction in: cohesion (100%-25%), centrality (100%-57%) and intermediation (100%-36%) respectively. The interview analysis resulted in six themes: team work with shared objectives for patient centered care; collaboration in a horizontal manner in the relations; support and recognition among the members and clarity on the roles and responsibilities; good interpersonal relations and greater focus on the patient; innovation for the team work; team leadership and informal and shared leadership. The integration of the results uncover: TS requires members participation and communication, common objective strengthen towards the commitment of patient centered care, defined roles support the collaborative work and the informal TL strengthen the wellbeing, dialogue and innovation. Conclusions: The study showed that a mixed method allows an explicative and comprehensive understanding of TS. Interprofessional Teams presented significant association of TS with TC and TL, also that TC explain in greater extent ...