A Multilevel Framework for Effective Interagency Collaboration in Mental Health

Shepherd, Nicole; Meehan, Tom

doi:10.1111/j.1467-8500.2012.00791.x

Cited by 13 publications

(10 citation statements)

References 19 publications

(14 reference statements)

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“…According to the intergroup contact theory, contact between members of different groups can enable discovery of mutual similarities, which can dismantle perceived barriers to relationship building and generate positive change to potential stereotypical attitudes [ 47 ]. Shepherd and Meehan referred to interpersonal communication as the ‘glue’ of interagency collaboration [ 48 ]. However, some diabetes educators reported that a lack of informal relationships made them feel disconnected from the primary care site team.…”

Section: Discussionmentioning

confidence: 99%

Exploring interprofessional collaboration during the integration of diabetes teams into primary care

et al. 2016

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BackgroundSpecialised diabetes teams, specifically certified nurse and dietitian diabetes educator teams, are being integrated part-time into primary care to provide better care and support for Canadians living with diabetes.This practice model is being implemented throughout Canada in an effort to increase patient access to diabetes education, self-management training, and support. Interprofessional collaboration can have positive effects on both health processes and patient health outcomes, but few studies have explored how health professionals are introduced to and transition into this kind of interprofessional work.MethodData from 18 interviews with diabetes educators, 16 primary care physicians, 23 educators’ reflective journals, and 10 quarterly debriefing sessions were coded and analysed using a directed content analysis approach, facilitated by NVIVO software.ResultsFour major themes emerged related to challenges faced, strategies adopted, and benefits observed during this transition into interprofessional collaboration between diabetes educators and primary care physicians: (a) negotiating space, place, and role; (b) fostering working relationships; (c) performing collectively; and (d) enhancing knowledge exchange.ConclusionsOur findings provide insight into how healthcare professionals who have not traditionally worked together in primary care are collaborating to integrate health services essential for diabetes management. Based on the experiences and personal reflections of participants, establishing new ways of working requires negotiating space and place to practice, role clarification, and frequent and effective modes of formal and informal communication to nurture the development of trust and mutual respect, which are vital to success.

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Section: Discussionmentioning

confidence: 99%

Exploring interprofessional collaboration during the integration of diabetes teams into primary care

et al. 2016

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“…Using the work of Freeman [ 27 ] we can see that they are “learning by meeting” with the micro-interactions of the meetings building personal and collective practice. Shepherd and Meehan [ 13 ] further point to interpersonal communication as “the ‘glue’ of interagency collaboration”. However without effective and open networking this type of communication becomes problematic.…”

Section: Discussionmentioning

confidence: 99%

“…The term SF is not commonly used outside of the PIR setting. The only relevant use of the term that could be located in the literature was the use of the term ‘supports facilitator’ to describe a similar role working within Disability Services Queensland to support people living with mental illness who had been discharged from psychiatric hospitals into the community [ 13 ]. However, the type of role that the SF provides is not unique, with various names being given to similar roles including ‘integration coordinator’, ‘boundary spanner’, ‘care coordinator’, ‘case manager’, ‘system agent’, ‘brokerage case manager’ and ‘broker’ [ 13 – 16 ].…”

Section: Introductionmentioning

confidence: 99%

Doing mental health care integration: a qualitative study of a new work role

Smith‐Merry

Gillespie

Hancock

et al. 2015

Int J Ment Health Syst

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BackgroundMental health care in Australia is fragmented and inaccessible for people experiencing severe and complex mental ill-health. Partners in Recovery is a Federal Government funded scheme that was designed to improve coordination of care and needs for this group. Support Facilitators are the core service delivery component of this scheme and have been employed to work with clients to coordinate their care needs and, through doing so, bring the system closer together.ObjectiveTo understand how Partners in Recovery Support Facilitators establish themselves as a new role in the mental health system, their experiences of the role, the challenges that they face and what has enabled their work.MethodsIn-depth qualitative interviews were carried out with 15 Support Facilitators and team leaders working in Partners in Recovery in two regions in Western Sydney (representing approximately 35 % of those working in these roles in the regions). Analysis of the interview data focused on the work that the Support Facilitators do, how they conceptualise their role and enablers and barriers to their work.ResultsThe support facilitator role is dominated by efforts to seek out, establish and maintain connections of use in addressing their clients’ needs. In doing this Support Facilitators use existing interagency forums and develop their own ad hoc groupings through which they can share knowledge and help each other. Support Facilitators also use these groups to educate the sector about Partners in Recovery, its utility and their own role. The diversity of support facilitator backgrounds are seen as both and asset and a barrier and they describe a process of striving to establish an internally collective identity as well as external role clarity and acceptance. At this early stage of PIR establishment, poor communication was identified as the key barrier to Support Facilitators’ work.ConclusionsWe find that the Support Facilitators are building the role from within and using trial and error to develop their practice in coordination. We argue that a strong organisational hierarchy is necessary for support facilitation to be effective and to allow the role to develop effectively. We find that their progress is limited by overall program instability caused by changing government policy priorities.

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“…Nestes contextos, entidades desencadeadoras (Doz et al, 2000) podem intervir deliberadamente na promoção da rede, buscando convencer as potenciais firmas-membro de que existe uma oportunidade ou um problema a ser resolvido, e que uma configuração de rede seria útil para tratar a situação (Johanson & Lundberg, 2010). Esses agentes especificamente encarregados da governança, em termos de coordenação e gerenciamento destas redes são reconhecidos como, organização administrativa da rede (Human & Provan, 2000;Provan & Kenis, 2008), firma central (Dhanaraj & Parkhe, 2006), construtor de capacidade colaborativa (E. R. Weber & Khademian, 2008), líder (Muller-Seitz, 2012), coordenador de integração (Shepherd & Meehan, 2012), orquestrador (Paquin & Howard-Grenville, 2013), arquiteto , dentre outros.…”

Section: Redes Emergentes X Redes Orquestradasunclassified

“…A literatura reconhece esse tipo de organização sob diferentes nomenclaturas a exemplo de, entidades desencadeadoras (Doz et al, 2000), organizações administrativas de rede (Human & Provan, 2000;Provan & Kenis, 2008), firmas centrais (Dhanaraj & Parkhe, 2006), construtores da capacidade colaborativa (Weber & Khademian, 2008), organizações líderes (Provan & Kenis, 2008; Müller-Seitz, 2012) coordenadores de integração (Shepherd & Meehan, 2012), orquestradores de rede (Paquin & Howard-Greenville, 2013), arquitetos de rede , dentre outros.…”

Section: Governança E Gestão Em Redes Estratégicas Regionaisunclassified

A influência do gerenciamento da rede na criação de valor em redes estratégicas regionais

Azevedo¹

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AgradecimentosAgradeço a Deus pelo dom da vida e pelas oportunidades que colocou no meu caminho, dentre estas, talvez a mais importante até agora, estar aqui concluindo este doutorado.Agradeço á minha família, em especial aos meus pais Nilson e Clarete e á minha irmã Cissa, pelo amor e suporte incondicional que sempre me forneceram, me incentivando na busca pelos meus objetivos.Ao Professor João Maurício, meu orientador, pelos ensinamentos, pelo apoio e amizade constituída ao longo destes quatro anos. Obrigada por ter me apontado os caminhos e ajudado a desbravá-los, me desafiando e incentivando a sempre buscar novas conquistas, as quais sempre celebrou comigo. À Professora Cristina Boari, por ter me recebido na University of Bologna para a realização do doutorado sanduíche. Como foram valiosas as suas contribuições e a acolhida que me ofereceu. Sua generosidade e lucidez acadêmica são inspiradoras. Aos professores do PPGA que contribuíram para a minha formação. Em especial aos professores José Afonso Mazzon e Felipe Mendes Borini, por sempre me abrirem as portas diante das minhas infinitas dúvidas. À FEA-USP pela excelência no ensino e pesquisa. À Secretaria de Desenvolvimento do Estado de São Paulo, em especial à Juliana Arnautt Santana, sem a qual esta pesquisa não teria acontecido. Obrigada por ter sido uma verdadeira ponte para contatos importantes e por ter estendido minha visão sobre redes regionais. A todas as empresas das Redes de TIC de São José dos Campos, Marília e São José do Rio Preto que colaboraram com a pesquisa, e em especial aos coordenadores destas redes, Marcelo Nunes, Elvis Fusco e Jean Daher, por possibilitarem o acesso a estas empresas, bem como a solicitude em fornecer outras informações. Agradeço a Cordenação de Aperfeiçoamento de Nível Superior (CAPES), pelo apoio financeiro para a realização do meu doutorado. À toda família Stampini, em especial ao Emílio e a Goreti, por todo amor com o qual me acolheram no lar de vocês. Ao meu anjo da guarda Rafael Morais Pereira por ser a personificação da minha paz, por me iluminar com sua lucidez e por ser a pessoa mais inteligente e generosa que eu já conheci. Não sei se teria conseguido sem você. Aos demais amigos que a pós-graduação me trouxe de presente, constituindo uma grande e diversificada família. Obrigada por todos os momentos compartilhados e por terem tornado essa caminhada mais leve e infinitamente mais alegre. Seguirei o critério alfabético para não me comprometer (risos), afinal todos vocês têm um lugar especial no meu coração: Bá Galelli, Agradeço também aos servidores e colaboradores da Secretaria de Pós-graduação em Administração, Secretaria Geral e Biblioteca FEA USP, em especial as queridas Cíntia e Daniela. E por fim, aos familiares, colegas, professores e amigos que não foram aqui citados, mas que contribuíram de alguma forma com este estudo e me incentivaram ao longo destes quatro anos.Few scholars have understood how networks as a whole can be actively managed to achieve individual and collective goals and create value. In t...

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A Multilevel Framework for Effective Interagency Collaboration in Mental Health

Cited by 13 publications

References 19 publications

Exploring interprofessional collaboration during the integration of diabetes teams into primary care

Exploring interprofessional collaboration during the integration of diabetes teams into primary care

Doing mental health care integration: a qualitative study of a new work role

A influência do gerenciamento da rede na criação de valor em redes estratégicas regionais

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