An investigation of interprofessional collaboration in stroke rehabilitation team conferences

Gibbon, Bernard

doi:10.1046/j.1365-2702.1999.00240.x

Cited by 52 publications

(40 citation statements)

References 10 publications

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“…timing and venues of meeting, and environmental factors). Other factors cited have included staff turnover, lack of team learning, and time from patient referral to service access (Gibbon, 1999). The breadth of literature on this topic has covered health care teams across specialities, but little has been specifically undertaken on teams working in neurological rehabilitation.…”

Section: Determinants Of Effective and Ineffective Team Workmentioning

confidence: 99%

Therapists' experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork

Suddick

Souza

2007

Journal of Interprofessional Care

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This article reports the second part of an exploratory study into occupational therapists` and physiotherapists` perceptions and experiences of team-work in neurological rehabilitation: the factors that were thought to influence effective and ineffective team-work, and the meaning behind 3 effective and ineffective team work in neurological rehabilitation. The study was undertaken through semi-structured interviews of 10 therapists from three different neurological rehabilitation teams based in the United Kingdom, and used the critical incident technique. Through analysis of the data, several main themes emerged regarding the perceived critical happenings in effective and ineffective team work. These were: team events and characteristics, team members` characteristics, shared and collaborative working practices, communication, specific organisational structures, environmental, external, and patient and family related factors. Effective and ineffective team-work was perceived to impact on a number of levels: having implications for the team, the patient, individual team members, and the neurological rehabilitation service. The study supported the perceived value of team work within neurological rehabilitation. It also indicated the extensive and variable factors that may influence the team working process as well as the complex and diverse nature of the process.

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Section: Determinants Of Effective and Ineffective Team Workmentioning

confidence: 99%

Therapists' experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork

Suddick

Souza

2007

Journal of Interprofessional Care

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“…They reported fragmented teamworking; rehabilitation was carried out by physiotherapists and occupational therapists working independently. Gibbon (1999) investigated interprofessional collaboration within five stroke rehabilitation team conferences. These provided opportunities to collaborate in planning and management of care, but conferences observed functioned primarily to disseminate decisions made by key professionals rather than to collaborate in making decisions.…”

Section: Introductionmentioning

confidence: 99%

Achieving teamwork in stroke units: The contribution of opportunistic dialogue

Clarke

2009

Journal of Interprofessional Care

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Collaborative interdisciplinary working is central to contemporary health policy. The specialized and co-ordinated multidisciplinary care provided in stroke units is considered to contribute to improved patient outcomes in such units. However, how stroke unit teams co-ordinate their work is not clearly understood. This paper reports on a grounded theory study which explains how health professionals in two stroke units in northern England achieved teamwork. Data were generated through 220 hours of participant observation and 34 semi-structured interviews. Interviews were undertaken during and following participant observations. A basic social process common to teamworking in both units was identified; this was termed "opportunistic dialogue". The division of labour in respect of rehabilitation activities was negotiated through this interactional process. Co-location of most team members led to repeated engagement in sharing patient information and in exploring different perspectives. Opportunistic dialoguing contributed to mutual learning and explained the shift in thinking and team culture as team members moved from concern with discrete disciplinary actions to dialogue and negotiations focused on meeting patients' needs. The findings indicate that routinely incorporating periods of joint working in which team members articulate the reasoning for their decisions and interventions, contributes to achieving interdisciplinary teamworking in rehabilitation settings.

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“…15 It is for these reasons that some work in this area has focused on the individual level of analysis. 6 Despite the need for effective communication in multidisciplinary health care teams, traditional communication tools such as case conferences, interdisciplinary rounds, 30 and discharge planning meetings 31 are often poorly attended or not attended at all by doctors, leaving nurses to take command, sometimes by default rather than by design. Time limitations are often cited as the reason for non-attendance at such planning meetings, however the underlying cause may be an absence of a safety culture that values open communication and holds the team in high regard.…”

Section: Ward-based Teamsmentioning

confidence: 99%

Evaluating multidisciplinary health care teams: taking the crisis out of CRM

Sutton¹

2009

Aust. Health Review

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High-reliability organisations are those, such as within the aviation industry, which operate in complex, hazardous environments and yet despite this are able to balance safety and effectiveness. Crew resource management (CRM) training is used to improve the non-technical skills of aviation crews and other high-reliability teams. To date, CRM within the health sector has been restricted to use with "crisis teams" and "crisis events". The purpose of this discussion paper is to examine the application of CRM to acute, ward-based multidisciplinary health care teams and more broadly to argue for the repositioning of health-based CRM to address effective everyday function, of which "crisis events" form just one part. It is argued that CRM methodology could be applied to evaluate ward-based health care teams and design nontechnical skills training to increase their efficacy, promote better patient outcomes, and facilitate a range of positive personal and organisational level ALTHOUGH CONSIDERABLE WORK has been undertaken within other industries, a sound theoretical basis for team work in the health care sector is still emerging. Group structures persist within the workplace because they improve the working environment of employees and because results obtained 5 and decisions made 7 within the group context are often superior to those of Evaluating multidisciplinary health care teams: taking the crisis out of CRM Gigi SuttonWhat is known about the topic? Crew resource management (CRM) training programs emerged in the 1980s to improve the non-technical skills of aviation crews 1 and other high-reliability teams by addressing skills which do not relate directly to clinical or psychomotor skills, but to cognitive and interpersonal skills that impact on team processes. The earliest adaptation of crew to crisis resource management within the field of health focused on high-reliability teams working within "crisis" units of intensive care, operating rooms and emergency rooms. 2,3 To date, application of CRM has not extended to health care teams operating outside a "crisis" environment. What does this paper add?This discussion paper identifies a gap in team evaluation and training methodology, and positions CRM as a meaningful framework to guide the development of assessment and training tools for use with multidisciplinary ward-based health care teams, hereafter referred to as ward teams. Secondly, the paper compares and contrasts ward teams and "crisis" teams and highlights the need to develop domain-specific evaluation tools for acute, non-crisis health care teams. Finally, I assert the need for all health care teams to focus on the acquisition of nontechnical skills required for effective everyday function beyond the time-limited crisis. What are the implications for practitioners?To improve the effectiveness of ward teams, change agents need to develop a better understanding of the way in which team effectiveness can be operationalised within acute health care team settings by drawing on behavioural marker method...

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An investigation of interprofessional collaboration in stroke rehabilitation team conferences

Cited by 52 publications

References 10 publications

Therapists' experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork

Therapists' experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork

Achieving teamwork in stroke units: The contribution of opportunistic dialogue

Evaluating multidisciplinary health care teams: taking the crisis out of CRM

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