Guiding Principles for Team-Based Pediatric Care

Katkin, Julie P.; Kressly, Susan J.; Edwards, Anne; Perrin, James M.; Kraft, Colleen A.; Richerson, Julia E.; Tieder, Joel S.; Wall, Liz

doi:10.1542/9781610026291-part03-ch04

Cited by 2 publications

(1 citation statement)

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“…Team-based care is increasingly common in healthcare and human service settings [1][2][3][4][5][6][7]. Team-based care is driven by the increasing complexity of modern healthcare and reflects a shift away from the sole provider model to purposeful inclusion of multiple professionals with varying skills and expertise [6,8]. In healthcare, team-based care is defined as "the provision of health services…by at least two health providers who work collaboratively with patients and their caregivers…to accomplish shared goals within and across settings to achieve coordinated, highquality care" [6].…”

Section: Introductionmentioning

confidence: 99%

Associations between teamwork and implementation outcomes in multidisciplinary cross-sector teams implementing a mental health screening and referral protocol

McGuier

Aarons

Byrne

et al. 2023

Implement Sci Commun

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Purpose Teams play a central role in the implementation of new practices in settings providing team-based care. However, the implementation science literature has paid little attention to potentially important team-level constructs. Aspects of teamwork, including team interdependence, team functioning, and team performance, may affect implementation processes and outcomes. This cross-sectional study tests associations between teamwork and implementation antecedents and outcomes in a statewide initiative to implement a standardized mental health screening/referral protocol in Child Advocacy Centers (CACs). Methods Multidisciplinary team members (N = 433) from 21 CACs completed measures of team interdependence; affective, behavioral, and cognitive team functioning; and team performance. Team members also rated the acceptability, appropriateness, and feasibility of the screening/referral protocol and implementation climate. The implementation outcomes of days to adoption and reach were independently assessed with administrative data. Associations between team constructs and implementation antecedents and outcomes were tested with linear mixed models and regression analyses. Results Team task interdependence was positively associated with implementation climate and reach, and outcome interdependence was negatively correlated with days to adoption. Task and outcome interdependence were not associated with acceptability, appropriateness, or feasibility of the screening/referral protocol. Affective team functioning (i.e., greater liking, trust, and respect) was associated with greater acceptability, appropriateness, and feasibility. Behavioral and cognitive team functioning were not associated with any implementation outcomes in multivariable models. Team performance was positively associated with acceptability, appropriateness, feasibility, and implementation climate; performance was not associated with days to adoption or reach. Conclusions We found associations of team interdependence, functioning, and performance with both individual- and center-level implementation outcomes. Implementation strategies targeting teamwork, especially task interdependence, affective functioning, and performance, may contribute to improving implementation outcomes in team-based service settings.

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