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Of rocks and safe channels: learning to navigate as an interprofessional team
Hilarie Bateman1, Peter Bailey, Hilary McLellan
1Monkfield Medical Practice, Cambourne, Cambridgeshire, UK. hb208@medschl.cam.ac.uk
Journal of Interprofessional Care
|May 15, 2003
Summary
Establishing an interprofessional primary care team presents challenges in managing varied expectations and defining professional roles. Action research and models like the viable systems model can help resolve these complex team development issues.
Area of Science:
- Healthcare Management
- Team Development
- Primary Care
Background:
- Interprofessional primary care teams are increasingly vital for comprehensive patient care.
- Establishing new teams in greenfield sites requires understanding team formation dynamics.
- Existing literature highlights the complexities of interprofessional collaboration.
Purpose of the Study:
- To document the experiences and challenges in forming a new interprofessional primary care team.
- To define and address problem areas using action research principles.
- To relate findings to current policy and team development theory.
Main Methods:
- Ethnographic approach to document team formation experiences.
- Action research principles applied to problem definition and resolution.
- Analysis of professional roles, competencies, and management strategies.
Main Results:
- Identified challenges include varied partner expectations and managerial needs.
- Lack of clarity in professional roles and essential competencies was a significant issue.
- Appropriate management and development of specialist roles required attention.
Conclusions:
- Interprofessional team working is complex, requiring careful management.
- Existing models like the viable systems model and 360-degree appraisal are valuable.
- Action research provides a practical framework for resolving team development issues.