Creating a Culture for Interdisciplinary Collaborative Professional Practice

Orchard, Carole; Curran, Vernon; Kabene, Stefane

doi:10.3402/meo.v10i.4387

Cited by 133 publications

(63 citation statements)

References 47 publications

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“…First, team structure and culture have been shown to influence team performance (Orchard et al 2005) as well as individual job satisfaction (Glisson and James 2002). Our study demonstrates that team practices can also influence informal knowledge sharing.…”

Section: Role Of Teams In Informal Knowledge Seeking and Sharingmentioning

confidence: 87%

Beyond Expertise Seeking: A Field Study of the Informal Knowledge Practices of Healthcare IT Teams

Spence

Reddy

2011

Comput Supported Coop Work

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CSCW has long been concerned with formal and informal knowledge practices in organizations, examining both the social and technical aspects of how knowledge is sought, shared, and used. In this study, we are interested in examining the set of activities that occur when colocated knowledge workers manage and resolve issues by seeking, sharing, and applying their informal knowledge. Informal knowledge seeking involves more than identifying the expert who has the knowledge or accessing the knowledge through physical artifacts. It also involves working with that expert to identify and apply the appropriate knowledge to the particular situation. However, our understandings of how people collaboratively work together to find, share and apply this knowledge are less well understood. To investigate this phenomenon, we conducted a field study of how professionals in three IT teams of a regional hospital managed and resolved IT issues. These knowledge workers used various collaborative practices such as creation of ad-hoc teams and the use of email to identify, share, and use informal knowledge to resolve IT issues. In addition, particular team practices such as how issues are assigned affected these knowledge activities. Our findings highlight how informal knowledge activities are affected by a variety of implicit and sometimes subtle features of the organization and that organizational knowledge management systems should support informal knowledge seeking activities and collaboration amongst the knowledge sharers.

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Section: Role Of Teams In Informal Knowledge Seeking and Sharingmentioning

confidence: 87%

Beyond Expertise Seeking: A Field Study of the Informal Knowledge Practices of Healthcare IT Teams

Spence

Reddy

2011

Comput Supported Coop Work

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“…Several authors contend that we have yet to create a culture and a system that supports IPHC team development (Orchard et al, 2005;Fear and de Renzie-Brett, 2007). IPHC team implementation methodologies remain elusive (Leese et al, 2001;Jansen, 2008), and as PHC evolves through reformed delivery models, it is important to examine its structural and organizational features, because these are likely to have a significant impact on performance (Hogg et al, 2008).…”

Section: Establishing the Research Agendamentioning

confidence: 97%

“…Sicotte et al (2002); 14 Rees et al (2005); 15 Murray et al (2008); 16 Sargeant et al (2008); 17 Bateman et al (2003); 18 Hann et al (2007); 19 Orchard et al (2005); 20 Gabhainn et al (2001); 21 Minns Lowe and Bithell (2000); 22 Kharicha et al (2005); 23 Jesson and Wilson (2003); 24 Samuels et al (2008); 25 Galvin et al (1999); 26 West et al (2003); 27 Nolan and Hewison (2008); 28 Lincoln (2006); 29 Stewart (2002); 30 Jansen (2008); 31 Grant et al (2009); 32 Stevenson et al (2001).…”

Section: Iphc Team Sustainability: Existing Empirical and Conceptual mentioning

confidence: 97%

“…1 PHC interprofessional teams are defined as partnerships between two or more health and human service professionals who collaborate to achieve (a) shared decision-making according to client-centred goals and values; (b) optimization of the team's knowledge, skills, and perspectives; and (c) mutual trust and respect among all team members (Orchard et al, 2005;Jansen, 2008). The operational definition of 'multidisciplinary team' developed by Haggerty et al (2007) stresses that: 'practitioners from various health disciplines collaborate in providing ongoing health careyintersectoral team is the extent to which the primary care clinician collaborates with practitioners from non-health sectors in providing services that influence health' (p. 340).…”

Section: Iphc Team Development: Existing Empirical and Conceptual Evimentioning

confidence: 99%

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Rural interprofessional primary health care team development and sustainability: establishing a research agenda

McPherson

McGibbon

2010

Primary Health Care

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Primary health care (PHC) plays a pivotal role in health system reform locally and globally. The use of well functioning interprofessional primary health care (IPHC) teams is recognized as a key strategy in widespread health system reform across global, national, and provincial jurisdictions. IPHC teams contribute to the improvement of the health and well being of the population. These teams engage in issues that are a priority for citizens, such as: providing good evidence-based care; supporting the efforts of individuals, families, and communities in leading healthy lives; actively and deliberatively involving citizens in decisions affecting their health and health care system; and addressing the systemic social, economic, and political causes of health disparities, such as poverty, violence, and rural isolation. Many jurisdictions have begun to experiment with and implement major changes in the delivery of PHC. This has required that health care managers and practitioners reconsider the ways in which they have traditionally worked. However, although many innovative PHC services were developed, the notion of how to best develop and sustain the service delivery team itself and within what contexts could have used more deliberate attention. There are no documented best practices for rural IPHC team development and sustainability in the scholarly literature. This paper presents the results of a literature review, including the empirical and conceptual evidence regarding team development, team sustainability, and the role of rural context in IPHC team development. An argument for advancing PHC research that focuses on rural IPHC team development and sustainability is posited.This development discussion informs a new area for research that has evolved from an identified primary health care (PHC) policy and practice gap in Nova Scotia, Canada. In this paper, we present an argument for advancing PHC research that focuses on rural interprofessional primary health care (IPHC) team development and sustainability. This focus is important because of the known role that PHC plays in health system reform locally and globally, and because there are relatively few documented best practices for IPHC team development and sustainability in the scholarly literature. This paper presents the PHC developmental context in Nova Scotia and the results of our literature review, including the Correspondence to:

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“…[6] Core to identifying and managing these conflicts is knowledge of the values of the other professions in the interprofessional team, and acknowledging and respecting the expertise of all professionals are of great importance regarding the benefit of the patients. [7] Therefore, healthcare professionals are required to develop a trusting relationship with other team members, respect their cultures, values and expertise, and act with honesty in the relationship.…”

Section: Values/ethics For Interprofessional Practicementioning

confidence: 99%

Interprofessional collaboration: A gastrointestinal unit case study

Fang

Feng

2018

JNEP

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Interprofessional collaboration plays a vital role in improving patient outcomes. The ability to work with professionals from different disciplines is considered a critical element of interprofessional practice. In this article, a case of a patient with upper gastrointestinal tract hemorrhage in a gastrointestinal unit is reported and analyzed from the perspective of interprofessional practice. Strategies are also introduced in the article. Enhancing mutual understanding and communication skills is conductive to interprofessional collaboration. Meanwhile, interprofessional education, as another strategy, is proved to improve the quality of health care by enhancing the cooperation among different medical team members.

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Creating a Culture for Interdisciplinary Collaborative Professional Practice

Cited by 133 publications

References 47 publications

Beyond Expertise Seeking: A Field Study of the Informal Knowledge Practices of Healthcare IT Teams

Beyond Expertise Seeking: A Field Study of the Informal Knowledge Practices of Healthcare IT Teams

Rural interprofessional primary health care team development and sustainability: establishing a research agenda

Interprofessional collaboration: A gastrointestinal unit case study

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