Communication and information needs of a random sample of community psychiatric nurses in the United Kingdom

Education which embeds essential attributes to integrated working is needed to advance nursing practice for interprofessional working. Further research exploring this and its impact on integrated provision is essential to ensure that evidence-based services are provided. The reinforcement of partnerships between higher education institutions and health and social care organizations should ensure that the workforce is educated to manage continuous change in service delivery. Innovative ways of teaching and learning which promote inter-professional working need to be explored.

Section: Resultssupporting

confidence: 79%

Section: Resultsmentioning

confidence: 99%

Education needs for integrated care: a literature review

Howarth¹,

Holland²,

Grant³

2006

“…Another limitation was the low numbers of returned questionnaires (only 31·6%) and low participation in the videotaped assessment, although the response rate for postal questionnaires in similar samples has been poor (for example, see Fakhoury & Wright 2000, Priebe et al. 2005).…”

Section: Discussionmentioning

confidence: 99%

Evaluating STORM skills training for managing people at risk of suicide

Gask¹,

Dixon²,

Morriss³

et al. 2006

STORM training for the assessment and management of suicide risk is both feasible and acceptable in mental health trusts. However, we remain uncertain of its longer-term impact, given the lack of engagement of senior staff in the enterprise and the absence of linked supervision and support from the organizational management to reinforce skill acquisition and development. We consider that regular supervision that links STORM training to actual clinical experience would be the ideal.

“…But skills required to work effectively as part of a team have seldom been addressed (Sainsbury Centre for Mental Health, 1997). As a result, the CPA was introduced with the expectation that collaborative teamwork existed when this was not necessarily the case (Simpson 1999, Fakhoury & Wright 2000, Miller & Freeman 2003). This has tended to exacerbate pre‐existing personality clashes and interprofessional tensions over status and changing roles (Mistral & Velleman 1997, Cott 1998, Norman & Peck 1999, Brown et al.…”

Section: Introductionmentioning

confidence: 99%

The impact of team processes on psychiatric case management

Simpson

2007

This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link SUMMARY What is already known about this topic: In psychiatric case management, an integrated package of monitoring, support and treatment is coordinated by a case manager or care coordinator. Effective discharge of case manager responsibilities requires a wellfunctioning multidisciplinary team, with high levels of communication and member participation in team meetings. In the UK, the effective deployment of case management has been undermined by the failure to address teamwork skills and underlying interprofessional and interpersonal tensions. Yet there has been little direct investigation of the impact of team processes on the psychiatric case manager role. What this paper adds: This study identifies team processes that impact on the effective coordination of community mental health care for people with severe mental illness. Care co-ordination is enhanced when team structures and policies are in place and where respectful interactions in team meetings encourage participation. Where team members feel disrespected, undermined or 'unsafe', their psychological or physical withdrawal from team meetings impairs communication, information sharing and collaboration, with a negative and potentially risky impact on the provision and coordination of care.