A new architcture for quality assurance

Pike, Adele W.; McHugh, Michele; Canney, Kathryn; Miller, Nancy E.; Reiley, Peggy; Seibert, Carol P.

doi:10.1097/00001786-199304000-00007

Cited by 33 publications

(20 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Social factors are the source of power differences that may exist between professionals in a team and these factors have an impact on how collaborative practice develops. In fact, equality between professionals, one of the basic characteristics of collaborative practice (Evans, 1994;Henneman, Lee & Cohen, 1995;King, 1990;Pike at al., 1993), is impeded when there are power differences based in gender stereotypes and disparate social status among the professionals in a team, and this constitutes an important barrier to interprofessional collaboration (Bradford, 1989;Krebs, Myers, Decker, Kinzler, Asfahani, & Jackson, 1996;Fagin, 1992;Hanson et al, 2000;Henneman et al, 1995;Lindeke & Block, 1998;Lockhart-Wood, 2000;Mariano, 1989;Pike et al, 1993;Reese & Sontang, 2001;Sweet & Norman, 1995;Walsh, Brabeck & Howard, 1999).…”

Section: Resultsmentioning

confidence: 99%

“…Most researchers classify trust as one of the key elements required for the development of collaborative practice (Alpert et al, 1992;D'Amour, 2002;Evans, 1994;Gage, 1998;Henneman et al, 1995;King, 1990;Pike et al, 1993;Siegler & Whitney, 1994;Stichler, 1995;Warren et al, 1998;Way et al, 2000). Building trust requires time, effort, patience and previous positive experiences .…”

Section: Organizational Determinantsmentioning

confidence: 99%

“…According to Henneman (1995), selfconfidence in one's role as a professional is essential, as well as displays of trust toward other professionals. At both levels of trust (confidence in one's own abilities and trusting others), researchers conclude that trust depends on competence -skills and knowledge -and on experience Johnson, 1992;Pike et al, 1993;Warren et al, 1998).…”

Section: Organizational Determinantsmentioning

confidence: 99%

“…Researchers consider mutual respect a determinant of collaboration. Mutual respect implies knowledge and recognition of the complementarity of the contributions of the various professionals in the team and of their interdependence (Bushnell & Dean, 1993;Evans, 1994;Gage, 1998;King, 1990;Mariano, 1989;Pike et al, 1993;Satin, 1994;Siegler & Whitney, 1994;Stichler, 1995;Way & Jones, 1994;Way, et al, 2000). Thus, lack of understanding, respect or appreciation of the contribution of other professionals constitutes a very real barrier to collaboration between health care professionals (Bradford, 1989;Stichler, 1995).…”

Section: Organizational Determinantsmentioning

confidence: 99%

“…In this manner, collaborative practice in interprofessional teams is described in the literature as an efficient, effective and satisfying way to offer health care services (Alpert, Goldman, Kilroy & Pike, 1992;Baggs, 1994;Baggs & Schmitt, 1988;Drotar, 2002;Evans, 1994;Fagin, 1992;Hanson, Spross & Carr, 2000;Lappe, 1993;Pike, McHugh, Canney, Miller, Reiley & Seibert, 1993;Robinson & Kish, 2001;Stichler, 1995).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The determinants of successful collaboration: A review of theoretical and empirical studies

Martín-Rodríguez

Beaulieu

D’Amour

et al. 2005

Journal of Interprofessional Care

587

522

View full text Add to dashboard Cite

Successful collaboration in health care teams can be attributed to numerous elements, including processes at work in interpersonal relationships within the team (the interactional determinants), conditions within the organization (the organizational determinants), and the organization's environment (the systemic determinants). Through a review of the literature, this article presents a tabulated compilation of each of these determinant types as identified by empirical research and identifies the main characteristics of these determinants according to the conceptual work. We then present a "showcase" of recent Canadian policy initiatives--The Canadian Health Transition Fund (HTF)--to illustrate how the various categories of determinants can be mobilized. The literature review reveals that very little of the empirical work has dealt with determinants of interprofessional collaboration in health, particularly its organizational and systemic determinants. Furthermore, our overview of experience at the Canadian HTF suggests that a systemic approach should be adopted in evaluative research on the determinants of effective collaborative practice.

show abstract