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

Sargeant, Joan; Loney, E. Hill De; Murphy, Gérard M.

doi:10.1002/chp.189

Cited by 184 publications

(173 citation statements)

References 21 publications

Supporting

Mentioning

165

Contrasting

Unclassified

Order By: Relevance

“…Literature supports the need for healthcare professionals to understand each other's roles for effective interprofessional collaboration to take place. [72][73][74][75][76] "I think the other thing that might impact…is whether the doctors have… verbally supported-the discharge counselling that a pharmacist might then do. So the team might come along and prescribe warfarin… and they'll say [to the patient], "Look, John [the pharmacist]… is going to come and chat to you later about your warfarin."…”

Section: Accepted Manuscriptmentioning

confidence: 99%

Hospital pharmacists' perceptions of medication counseling: A focus group study

Chevalier

Watson

Barras

et al. 2016

Research in Social and Administrative Pharmacy

View full text Add to dashboard Cite

BackgroundMedication counselling sessions are key times for a pharmacist to speak to patients about their medications and the changes made to their therapies during their hospital stay. ObjectivesTo explore hospital pharmacists' perceptions of their roles and goals in patient medication counselling, and perceived barriers and facilitators to achieving their goals. MethodsHospital pharmacist focus groups were held in two tertiary referral hospitals. Eligible pharmacists had provided medication counselling within the previous six months in inpatient and/or outpatient settings. Interested pharmacists attended a focus group designed to elicit their opinions and perceptions of patient medication counselling. Focus groups were audio recorded and transcribed verbatim. Inductive thematic analysis was applied to the data to identify initial patterns (codes) which were then organized into common overarching themes using NVivo ® software. The codes were reviewed for reliability by pharmacists independent of the focus groups. ResultsSix, one-hour focus groups were conducted with a total of 24 pharmacists participating. Saturation of information was determined after four focus groups. Greater than 80% consensus was achieved for reliability of the identified codes. A number of themes emerged from these codes around the goals, roles, and the barriers and facilitators to meeting these goals. Pharmacists' patient-centred goals in medication counselling were to build rapport, to empower patients and to improve patients' experience, health and safety. These goals would be accomplished through specific roles such as being an assessor, educator and problem-solver. Pharmacists frequently cited time pressures caused by systemic (hospital), and pharmacy specific processes as key challenges to achieving their goals. Factors that enabled pharmacists to meet their goals were those related to effective interprofessional collaboration and the quality of professional practice (such as training, expanded roles and advanced planning for discharge). ConclusionsHospital pharmacists emphasised patient-centred goals in medication counselling and outlined the challenges to meet those goals. The findings from this study will be used to develop strategies for effective communication and inform pharmacy practice changes to improve patient care. Key Words Hospital pharmacist Focus group Goal Role Communication M A N U S C R I P T A C C E P T E D ACCEPTED MANUSCRIPTPage 2 of 27 IntroductionDischarge from hospital to community or to other healthcare facilities marks an important transition in care for patients. Discharge and other transitions such as admission to hospital or transfers within a hospital have been identified as particular times when patients may be at risk of experiencing medication errors and adverse events. 1-3 Medication counselling opportunities are key times for pharmacists to speak to patients about their medications and the changes made to their therapies during their hospital stay. 2,[4][5][6][7] Failure by a hospital phar...

show abstract

Section: Accepted Manuscriptmentioning

confidence: 99%

Hospital pharmacists' perceptions of medication counseling: A focus group study

Chevalier

Watson

Barras

et al. 2016

Research in Social and Administrative Pharmacy

View full text Add to dashboard Cite

show abstract

“…Current and future interdisciplinary Communication is considered to be the essential factor for interdisciplinary team efficacy (Sargeant, Loney, & Murphy, 2008). Collaboration is the central dynamic of interdisciplinary team work (Bronstein, 2003).…”

Section: Problem Statementmentioning

confidence: 99%

“…Team communication is essential to effective interdisciplinary team functioning (Bokhour, 2006;Goldsmith et al, 2010;Junger et al, 2007;Sargeant et al, 2008) …”

Section: Need For the Studymentioning

confidence: 99%

“…The concept that safety, quality, and efficiency in patient care is improved by the processes within the team that views all its members as equals, encourages interdisciplinary teamwork, and reduces the traditional hierarchical systems (Ponte et al, 2010;Sargeant et al, 2008).…”

Section: Interdisciplinary Collaborationmentioning

confidence: 99%

“…The WHO defines a team as "two or more people working interdependently towards a common goal" (WHO, n.d., p. 4). Sargeant et al (2008) describe a team as a group who achieves tasks through interdependence and collaborative work of its members. Team members work interdependently, which means they know the team and what each can contribute to their common goal (Haugen et al, 2010).…”

Section: Type Of Teamsmentioning

confidence: 99%

See 2 more Smart Citations

Interdisciplinary palliative care teams : insights and experiences of chaplain interns and social work interns.

Ronald

View full text Add to dashboard Cite

Competitiveness Can Undermine Team Goals

2009

AMA Journal of Ethics

View full text Add to dashboard Cite

Adam and Emmett had just finished their third-year clerkships and were doing their first elective. Both had chosen orthopaedic surgery, hoping eventually to be selected for a competitive orthopaedic-surgery residency. Adam's heart had been set on becoming an orthopaedic surgeon for quite some time. He had grown up with an orthopaedic surgeon as a father, and he remembered a conversation with his dad right before he started medical school that, in retrospect, had been a real turning point in his life. His dad had said he would be proud to have Adam join his practice. It was the first time his father had said anything like that. They had talked about it off and on in the years since then, and Adam had grown increasingly interested in the idea of doing orthopaedics and joining his dad's practice, knowing it would mean a comfortable life.Adam received good clinical grades, scored above average on USMLE Step 1, and continued to develop an interest in orthopaedic surgery. The pressure to do well on the orthopaedic rotation, get a good letter of recommendation, and rank among other well-qualified applicants prompted Adam to become increasingly competitive.He began arriving before Emmett in order to pre-round on both his and Emmett's patients, hoping that he would be able to answer a vital question if Emmett faltered. Adam was initially disturbed by his increasing willingness to be so competitive, especially at the expense of another student. But, over time, he grew accustomed to it, driven by the prospect of joining his father's successful practice. He reasoned that surgery was difficult, and the competitive culture actually benefited patients; it meant more people were being attentive to the details of each case. He wondered if he was upsetting Emmett, but told himself that Emmett was free to be just as competitive and that, in the end, the harder working, more deserving student would be selected to an orthopaedic residency spot and make a better surgeon. Commentary 1 by Jeffrey Reagan, MDThe task of securing an orthopaedic-surgery residency or any competitive residency position can be difficult and nerve wracking. With increasing enrollment into medical schools and relatively few orthopaedic-surgery residency training positions, prospective students must find ways to stand out from the crowd. This is not a new concept for students; it is not unlike the process of being accepted into medical school. Candidates must have excellent medical school grades and USMLE Step 1

show abstract

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

Abstract: Several characteristics of effective primary health care teams and the related knowledge and skills that professionals require as effective team members are identified. Effective teamwork requires specific cognitive, technical, and affective competence.

Cited by 184 publications

References 21 publications

Hospital pharmacists' perceptions of medication counseling: A focus group study

Hospital pharmacists' perceptions of medication counseling: A focus group study

Interdisciplinary palliative care teams : insights and experiences of chaplain interns and social work interns.

Competitiveness Can Undermine Team Goals

Contact Info

Product

Resources

About