Multi-disciplinary team working in practice: managing the transition

Lowe, Flowie; O’Hara, Suzanne

doi:10.1080/713678575

Cited by 28 publications

(40 citation statements)

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“…The fact that the organisation has a joint social care and health management structure may also explain the high level of integration. The findings would support Lowe and O'Hara's (2000) five areas for development of coordination and communication within multi disciplinary teams, with all five areas featuring above 60% in the responses. The investigators would also suggest that when professionals share an office space they are pushed into identifying more structured means of organising themselves, communicating with each other and having clarity about how they are going to work together.…”

Section: Discussionmentioning

confidence: 50%

“…The reason being, that the basic requirement of a team is that members engage in face-to-face interactions and engage in cooperative and co-ordinating activities. Lowe and O'Hara (2000) in their study found that regular team meetings held a distinct advantage in enabling the team to carry out its work. These findings are reinforced by Molyneux (2001) who found that communication issues were crucial within the team that she studied.…”

Section: Literature Reviewmentioning

confidence: 95%

“…Villeneau et al (2001) found that many of the respondents in their survey saw an integrated information and recording system as important for the smooth operation of CPA. Lowe and O'Hara (2000) also identify that multidisciplinary record keeping supports more effective multidisciplinary working and communication. Molyneux (2001) found that the use of central case notes within the integrated team aided communication, avoided duplication and enabled each team member to see readily the work that been done with each patient on a day-to-day basis.…”

Section: Literature Reviewmentioning

confidence: 96%

“…He stresses that different professionals have different interpretations and experiences of what supervision means to them within their professions. Lowe and O'Hara (2000) found in their study that annual appraisal and objective setting for each team member and six monthly follow-up with a team leader was essential for teamwork and led to smoother interdisciplinary working within the teams studied.…”

Section: Literature Reviewmentioning

confidence: 97%

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Professionals' perceptions of interprofessional working in community mental health teams

Larkin

Callaghan

2005

Journal of Interprofessional Care

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This paper seeks to establish whether the presence of core structures influences professionals' perceptions of interprofessional working within their teams by means of a cross-sectional questionnaire survey of all professionals working in integrated community mental health teams in an identified NHS Trust. The findings confirm that the interprofessional teams were integrated, but that the presence of meetings, Care Programme Approach policy or operational policy had little influence on perceptions of interprofessional working. Joint policies on documentation, risk and supervision were related to perceptions of interprofessional working. The majority of professionals were clear about their roles, but perceived that other members of the team did not recognise or understand these roles. Questions arise about how identified structures are operationalised in interprofessional teams. Practice areas may need to examine the effectiveness of the identified meetings and the involvement of the different professionals.

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Section: Discussionmentioning

confidence: 50%

Section: Literature Reviewmentioning

confidence: 95%

Section: Literature Reviewmentioning

confidence: 96%

Section: Literature Reviewmentioning

confidence: 97%

See 2 more Smart Citations

Professionals' perceptions of interprofessional working in community mental health teams

Larkin

Callaghan

2005

Journal of Interprofessional Care

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“…This spawns the search for mechanisms to encourage interprofessional and multi-agency working, in an attempt to reduce the future incidence of identi ed failings (e.g. Home Of ce, 1991; Lowe & O'Hara, 2000).…”

Section: Encouragement To Collaboratementioning

confidence: 99%

Sustaining interprofessional collaboration

Freeth

2001

Journal of Interprofessional Care

112

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There has been much written about new interprofessional collaborations, rather less about established or terminated collaborations. This paper briefly rehearses well known factors that encourage and discourage interprofessional collaboration, before considering factors that may help sustain collaborations or signal that termination of the collaboration is appropriate. The Clinical Skills Initiative at St Bartholomew's in London, UK is offered as a case study of a sustained interprofessional collaboration. It will be argued that a combination of continued need to collaborate and empowerment to do so, creates favourable conditions for sustained collaboration. The composition of the interprofessional team that comprises the collaboration is also seen as key.

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Teams as a Forum for Asking Serious Questions

Ghaye

2005

Developing the Reflective Healthcare Team

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Multi-disciplinary team working in practice: managing the transition

Cited by 28 publications

References 0 publications

Professionals' perceptions of interprofessional working in community mental health teams

Professionals' perceptions of interprofessional working in community mental health teams

Sustaining interprofessional collaboration

Teams as a Forum for Asking Serious Questions

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