Multidisciplinary teamwork in US primary health care

Solheim, K; McElmurry, Beverly J.; Kim, Mi Ja

doi:10.1016/j.socscimed.2007.03.028

Cited by 85 publications

(50 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This included, for example, setting the ''tone'' (i.e. the climate, culture, values and philosophy) of the team, influencing the team's vision, direction and objectives, coordinating the team, facilitating reflection (though this was rarely addressed empirically) and supporting team members (Cole & Crichton, 2006;Kirchner et al, 2004;McCallin & Bamford, 2007;Pryor, 2008;Reid, Kneafsey, Long, Hulme, & Wright, 2007;Solheim, McElmurry, & Kim, 2007). The areas in which team leaders were noted to be lacking were chairmanship or facilitation skills, communication and listening, and coaching ability (Cole & Crichton, 2006;Hall, Weaver, Handfield-Jones, & Bouvette, 2008;Whale, 1993).…”

Section: Leadershipmentioning

confidence: 99%

Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis

Sims

Hewitt

Harris

2014

Journal of Interprofessional Care

115

View full text Add to dashboard Cite

Realist synthesis is a theory-driven approach for evaluating complex interventions using empirical evidence, which seeks an explanatory analysis of who a complex intervention works for, how, why, and in what circumstances. Interprofessional teamworking in healthcare is one such complex intervention, as teams are influenced by social and organizational factors, which makes them highly variable and context dependent. This article concludes a series of four articles that report on a realist synthesis of interprofessional teamworking. The synthesis identified 13 mechanisms that are reported in the literature to be the underlying processes through which interprofessional teamworking produces its effects. This article explores four of these mechanisms: a shared purpose; critical reflection; innovation; and leadership. These mechanisms together explain how a team sets and maintains its focus and direction. This article highlights that whilst many assumptions are made within the healthcare literature about how these mechanisms operate within teams, these assumptions are not always founded upon strong empirical evidence.

show abstract

Section: Leadershipmentioning

confidence: 99%

Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis

Sims

Hewitt

Harris

2014

Journal of Interprofessional Care

115

View full text Add to dashboard Cite

show abstract

“…[16][17][18][19] Within primary health care, as in other specialty care areas, additional characteristics of effective teams include having shared understanding of the discipline and a common language. [19][20][21][22] Another, of a technical or systems nature, is having protocols to make possible caring for a common patient across professions and organizations. 11 These strategies too have implications for education.…”

Section: Background and Purposementioning

confidence: 99%

Effective interprofessional teams: “Contact is not enough” to build a team

Sargeant

Loney²,

Murphy³

2008

Journal of Continuing Education in the Health Professions

181

164

View full text Add to dashboard Cite

show abstract

“…29 In addition, it has been noted that work overload can impede interdisciplinary cooperation, and confusion about role boundaries and expectations can decrease quality of care. 30 -32 Other barriers include time limitations, 33,34 lack of efficient communication, 23,24,31,35,36 a lack of trust and respect, 37 and geographic separation that promotes working in "silos." 38 Barriers and facilitators of team-based collaboration have been identified, 18,39 -42 but no reports were found about collaborative teams in which the nurse practitioner (NP) and pharmacist were simultaneously added to the team with the intention of caring for the most complex patients in the practice.…”

mentioning

confidence: 99%

Difficulties Encountered in Collaborative Care: Logistics Trumps Desire

Legault¹,

Humbert²,

Amos³

et al. 2012

The Journal of the American Board of Family Medicine

View full text Add to dashboard Cite

Introduction: This study examines the development of collaborative relationships between family physicians (FPs) and Anticipatory And Preventative Team Care (APTCare) team members providing care to medically complex patients who have been identified as at-risk for negative health outcomes.Methods: We undertook a qualitative study of a primary health care intervention in a family practice. Interviews were held with FPs and ATPCare intervention nurse practitioners (NPs) and pharmacists. Focus groups were conducted and a survey was administered to participating FPs, NPs, and pharmacists. NPs and pharmacists maintained a log recording their tasks and moments of collaboration.Results: Scheduling demands rendered face-to-face collaboration difficult, leaving the team to rely on technological tools to keep in touch. Limited space meant the APTCare team had to work out of a downstairs office, limiting informal interactions with the practitioners on the main level.Conclusions: We demonstrate that the difficulties inherent in collaborative care are independent of the patient population being cared for. Regardless of the patient population and sector of health care, developing collaborative relationships and learning to work collaboratively is difficult and takes time. What many of these teams need is ongoing support and education about how to make these collaborative care practices work. (J Am Board Fam Med 2012;25:168 -176.)

show abstract

Multidisciplinary teamwork in US primary health care

Cited by 85 publications

References 11 publications

Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis

Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: a realist synthesis

Effective interprofessional teams: “Contact is not enough” to build a team

Difficulties Encountered in Collaborative Care: Logistics Trumps Desire

Contact Info

Product

Resources

About