Ten principles of good interdisciplinary team work

Dados Bibliográficos

ID23375342
AutoresSusan A Nancarrow, Susan Nancarrow (0000-0002-5181-400X, Southern Cross University, autor correspondente), Andrew Booth (0000-0003-4808-3880, University of Sheffield), Steven Ari (0000-0002-5557-4613, University of Sheffield), Steven Ariss, Tony Smith (0000-0001-6420-8183, Sheffield Hallam University), PAM ENDERBY (0000-0002-4371-9053, University of Sheffield), Alison Roots (University of Victoria)
Ano2013
Volume11
Fascículo1
Páginas19-19
Data de publicação2013-12-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoHuman Resources for Health (JOURNAL)
Identificadores do periódicoISSN: 1478-4491 • E-ISSN: 1478-4491
EditoraSpringer Science and Business Media LLC (PUBLISHER)
DOI10.1186/1478-4491-11-19
PMID23663329
PMCIDPMC3662612
OpenAlexW2168520480
IdiomaEN
Citações recebidas66
Referências citadas30

BACKGROUND: Interdisciplinary team work is increasingly prevalent, supported by policies and practices that bring care closer to the patient and challenge traditional professional boundaries. To date, there has been a great deal of emphasis on the processes of team work, and in some cases, outcomes. METHOD: This study draws on two sources of knowledge to identify the attributes of a good interdisciplinary team; a published systematic review of the literature on interdisciplinary team work, and the perceptions of over 253 staff from 11 community rehabilitation and intermediate care teams in the UK. These data sources were merged using qualitative content analysis to arrive at a framework that identifies characteristics and proposes ten competencies that support effective interdisciplinary team work. RESULTS: Ten characteristics underpinning effective interdisciplinary team work were identified: positive leadership and management attributes; communication strategies and structures; personal rewards, training and development; appropriate resources and procedures; appropriate skill mix; supportive team climate; individual characteristics that support interdisciplinary team work; clarity of vision; quality and outcomes of care; and respecting and understanding roles. CONCLUSIONS: We propose competency statements that an effective interdisciplinary team functioning at a high level should demonstrate.

CLARITY · Health administration · Health services research · Knowledge management · Medical education · Public health · Quality (philosophy) · Team composition · Team effectiveness · Underpinning · Work (physics) · Engineering · Interdisciplinary Research and Collaboration · Interprofessional Education and Collaboration · Medicine · Nursing · Nursing Roles and Practices · Psychology · Social Psychology