Steps towards effective teamworking in Community Mental Health Teams

Twomey, Conal; Byrne, Michael; Leahy, Timothy G

doi:10.1017/ipm.2013.62

Cited by 6 publications

(3 citation statements)

References 22 publications

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“…They openly discuss their concerns with fellow members with whom they have a sense of belonging. In the final stage of 'performing', team members support each other to function synergistically and develop in-built algorithms for conflict resolution (Twomey et al 2014). The notion of a 'phases model' suggests that a team would not function efficiently right from its inception but will do so through growing together as a functioning group.…”

Section: (B) Phases Of Team Developmentmentioning

confidence: 99%

Team approaches in palliative care: a review of the literature

Fernando

Hughes

2019

Int J Palliat Nurs

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Background: Interdisciplinary team involvement is commonplace in many palliative care settings across the world. Teamwork is perceived by many experts as an indispensable functionality of palliative care teams. Significantly different structural and functional attributes of these teams between regional and organisational contexts could potentially act both as strengths and weaknesses towards their overall productivity. The sustainability and resilience of the team also has an indirect bearing on the team functioning. Aim: This article describes international evidence on dynamic palliative care teams with a view of how and when they function efficiently or adversely. Emphasis is also placed on studies that suggest means to mitigate the conflicts and limitations of teamwork in palliative care and related healthcare settings. Findings: Evidence strongly suggests that palliative care is best delivered through a multidisciplinary team approach. Conclusion: The overall performance of a healthcare team is largely determined by the supportive work environment built through effective communication, leadership skills and mutual respect.

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Section: (B) Phases Of Team Developmentmentioning

confidence: 99%

Team approaches in palliative care: a review of the literature

Fernando

Hughes

2019

Int J Palliat Nurs

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“…Capacity development has been used both as an individual-and team-level intervention to improve teamwork at individual level (skills and attitudes), team level (e ciency), and organizational level (safety culture) (37). Our ndings indicate that CHC members had different goals from what is described in the community health strategy.…”

Section: Capacity Development In Teamworkmentioning

confidence: 85%

“…Capacity strengthening can be done continuously through on-the-job training, supervision and regular team brie ngs which should be integrated into managers' work plans and be evaluated. Capacity strengthening requires strong leadership from CHAs and health managers who are responsible for community health services at national and sub-national levels of Kenya's health system (25,37,41).…”

Section: Capacity Development In Teamworkmentioning

confidence: 99%

Teamwork in community health committees: a case study in two urban informal settlements

Karuga

Khan

Kok

et al. 2023

Preprint

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Background Community health committees (CHCs) are mechanisms for community participation in decision-making and overseeing health services in several low-and middle-income countries (LMICs). There is little research that examines teamwork and internal team relationships between members of these committees in LMICs. We aimed to assess teamwork and factors that affected teamwork of CHCs in an urban slum setting in Nairobi, Kenya.Methods Using a qualitative case-study design, we explored teamwork of two CHCs based in two urban informal settlements in Nairobi. We used semi-structured interviews (n = 16) to explore the factors that influenced teamwork and triangulated responses using three group discussions (n = 14). We assessed the interpersonal and contextual factors that influenced teamwork using a framework for assessing teamwork of teams involved in delivering community health services.Results Committee members perceived the relationships with each other as trusting and respectful. They had regular interaction with each other as friends, neighbors and lay health workers. CHC members looked to the Community Health Assistants (CHAs) as their supervisor and “boss”, despite CHAs being CHC members themselves. The lay-community members in both CHCs expressed different goals for the committee. Some viewed the committee as informal savings group and community-based organization, while others viewed the committee as a structure for supervising Community Health Volunteers (CHVs). Some members doubled up as both CHVs and CHC members. Complaints of favoritism arose from CHC members who were not CHVs whenever CHC members who were CHVs received stipends after being assigned health promotion tasks in the community. Underlying factors such as influence by elites, power imbalances and capacity strengthening had an influence on teamwork in CHCs.Conclusion In the absence of direction and support from the health system, CHCs morph into groups that prioritize the interests of the members. This redirects the teamwork that would have benefited community health services to other common interests of the team. Teamwork can be harnessed by strengthening the capacity of CHC members, CHAs, and health managers in team building and incorporating content on teamwork in the curriculum for training CHCs.

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