Conditions for successful interprofessional collaboration in integrated care – Lessons from a primary care setting in Denmark

Hald, Andreas Nielsen; Bech, Mickael; Burau, Viola

doi:10.1016/j.healthpol.2021.01.007

Cited by 12 publications

(9 citation statements)

References 27 publications

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“…While undoubtedly important, one of the challenges to studying the organizational context is the vast number of factors that could be included, both internal to the organization and within the external environment. Furthermore, Hald, Bech, and Burau (2021) highlighted that context has been viewed as unchangeable, thus has not received the necessary attention in health care research. Johns (2006) noted that organizational context is a likely explanation for study-to-study differences in research findings and may help explain how team activity translates, or fails to translate, into larger organizational results.…”

Section: Implications For Interprofessional Practicementioning

confidence: 99%

Defining a Supportive Organizational Context for IPC in Primary Care: A Mixed Methods Study

Cataldo¹

2022

Health, Interprofessional Practice and Education

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INTRODUCTIONThe purpose of this exploratory sequential mixed methods study was to explore organizational contextual factors important to successful interprofessional collaboration (IPC) among primary care teams. METHODSIn Phase 1, a single embedded case study design was utilized to identify the organizational contextual factors most important to successful IPC. In Phase 2, a quantitative survey was administered to primary care team members in 10 organizations to objectively measure the relationship between contextual factors identified in Phase 1 and IPC. RESULTSIn Phase 1, organizational contextual factors deemed most important included team structure and resources, including staff, time, and communication tools; supportive, patient-centered culture, including team member support and expectations for IPC as the way to provide the best care to patients; leadership, including organizational leadership support and provider leadership; and organizational structure and resources, including status as a federally qualified health center (FQHC) and academic facility. In Phase 2, statistically significant, positive relationships were found between IPC and team member support, provider leadership, team resources, clan culture, perceived organizational support, and patient-centered values. CONCLUSIONSThe findings support the importance of organizational context for IPC and suggest that organizational culture and leadership hold particular importance for IPC success.

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Section: Implications For Interprofessional Practicementioning

confidence: 99%

Defining a Supportive Organizational Context for IPC in Primary Care: A Mixed Methods Study

Cataldo¹

2022

Health, Interprofessional Practice and Education

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“…2020) requiring person‐centered and sustainable models of care. Older people living in residential aged care (RAC) have complex needs that require interprofessional collaboration to provide safe and respectful care (Hald et al, 2021; Pascucci et al, 2021). Complexity makes clinical management, particularly of acute conditions, challenging for general practitioners (GPs) and RAC and hospital staff and increases the risk of adverse events at transitions of care (Lind et al, 2020; WHO, 2016).…”

Section: Introductionmentioning

confidence: 99%

Supporting residential aged care through aCommunityofPractice

Hullick

Conway

Barker

et al. 2022

Nursing & Health Sciences

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Transfers to emergency departments and hospitalizations are common for older people living in residential aged care who experience acute deterioration. This paper shares reflections from 10 years of work across a region in New South Wales, Australia, to develop a new model of care in 141 residential aged care homes. The model successfully reduced emergency department transfers and admissions to hospital. Using an exemplar patient case, the paper describes the Aged Care Emergency Program and associated research outputs. An interprofessional, multiagency Community of Practice supported this work. The authors reflect on the successes and challenges of using a Community of Practice to implement the model of care. We conclude that the Community of Practice, with its iterative evaluation, facilitated change and provided a mechanism for interprofessional practice. Broader systemic change requires clarity in goals of care, shared decision-making, working across sectors, and appropriate resource allocation.

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“… 18 Others suggest further research is needed to understand leadership approaches that are successful in diverse policy and organisational environments, 15 and the ways in which context might facilitate collaboration across organisational and professional boundaries remains a ‘black box’. 19 …”

Section: Introductionmentioning

confidence: 99%

The role of leadership in times of systems disruption: a qualitative study of health and social care integration

et al. 2022

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ObjectivesTo understand whether and how effective integration of health and social care might occur in the context of major system disruption (the COVID-19 pandemic), with a focus on how the initiative may overcome past barriers to integration.DesignRapid, descriptive case study approach with deviant case sampling to gather and analyse key informant interviews and relevant archival documents.SettingThe innovation (‘COVID-19 Protect’) took place in Norfolk and Waveney, UK, and aimed to foster integration across highly diverse organisations, capitalising on existing digital technology to proactively identify and support individuals most at risk of severe illness from COVID-19.ParticipantsTwenty-six key informants directly involved with project conceptualisation and early implementation. Participants included clinicians, executives, digital/information technology leads, and others. Final sample size was determined by theoretical saturation.ResultsFour primary recurrent themes characterised the experiences of diverse team members in the project: (1) ways of working that supported rapid collaboration, (2) leveraging diversity and clinician input for systems change, (3) allowing for both central control and local adaptation and (4) balancing risk taking and accountability.ConclusionsThis rapid case study underscores the role of leadership in large systems change efforts, particularly in times of major disruption. Project leadership overcame barriers to integration highlighted by prior studies, including engaging with aversion to clinical/safety risk, fostering distributed leadership and developing shared organisational practices for data sharing and service delivery. These insights offer considerations for future efforts to support strategic integration of health and social care.

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Conditions for successful interprofessional collaboration in integrated care – Lessons from a primary care setting in Denmark

Cited by 12 publications

References 27 publications

Defining a Supportive Organizational Context for IPC in Primary Care: A Mixed Methods Study

Defining a Supportive Organizational Context for IPC in Primary Care: A Mixed Methods Study

Supporting residential aged care through aCommunityofPractice

The role of leadership in times of systems disruption: a qualitative study of health and social care integration

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