The Nature and Impact of Conflict within Service Coordination Teams for Children and Adolescents with Serious Emotional and Behavioral Challenges

Wright, Eric R.; Wright, Dustin E.; Kooreman, Harold E.; Anderson, Jeffrey

doi:10.1007/s10488-006-0042-6

Cited by 5 publications

(3 citation statements)

References 25 publications

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“…(25) in their excellent review of health-care team effectiveness. Among the key findings are that 1) full participation of all team members is considered necessary for MDC teams to function effectively, although status differences among team members may depress team functioning (26,28); 2) teams with shared egalitarian values tend to work together effectively, leading to improved team performance, although value structures and the degree of meritocracy at team formation influence performance (18); and 3) team coordination improves team performance, but this effect can be diluted or mitigated by the emergence of conflict (29).…”

Section: Team Structurementioning

confidence: 99%

The Organization of Multidisciplinary Care Teams: Modeling Internal and External Influences on Cancer Care Quality

et al. 2010

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Quality cancer care is complex and depends upon careful coordination between multiple treatments and providers and upon technical information exchange and regular communication flow between all those involved in treatment (including patients, specialist physicians, other specialty disciplines, primary care physicians [PCPs], and support services) (1). Earlier in this supplement, Taplin and others have pointed out the challenges of transferring information and responsibility among providers and institutions; a problem at the interfaces of care. Advances in surgical procedures, chemotherapy, computer technology, and targeted molecular and radiation therapies have all led to an increase in multimodality therapy, which increases the number of interfaces among cancer specialists and other clinicians in the treatment of any single patient. Contemporary cancer care thus presents a paradox: The potential for unparalleled quality and sophisticated treatment is high, yet the number of potential "failure" events in the continuum of cancer treatment (2) has multiplied significantly. Each failure in communication between various physicians and care providers and every transition and interface miscue can result in delayed treatment planning and implementation, unnecessary duplication of tests, incomplete follow-up, increased patient anxiety, decreased patient satisfaction, and declines in quality of life.This article will examine a particular type of organizational structure focused on the interfaces between multiple specialists involved in cancer treatment: the multidisciplinary treatment care (MDC) team. This structure has been identified as one method of ensuring the exchange of patient-related and technical information between all physicians and support services involved in a patient's care. The setting and format of the MDC encourage active involvement of all actors (including the patient and his/her family) in the development of a care plan. Once formed, MDC team meetings can be convened at multiple times throughout the process of cancer care (Figure 1 in Taplin) (3) and can thus serve as an ongoing communication structure aimed at smoothing the transitions between multiple stages of care.MDC teams are the successors to the tumor conference, and they have been an arrangement for coordinating cancer care for at least 30 years (4,5). The health-care management literature advocates for more frequent use of MDC teams (6,7), and the National Cancer Institute has historically supported their development and diffusion, dating back to the cancer network demonstrations of the late 1970s and early 1980s (5,8), and through the National Cancer Institute Community Cancer Center Programs of recent times (9). However, little, if any empirical evidence exists on the prevalence, efficacy, and diffusion of MDC teams in cancer treatment or on their effectiveness in smoothing transitions across stages of cancer care.This article presents a targeted review of the literature (primarily since 2000) on what is known about various types of MDC ...

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Section: Team Structurementioning

confidence: 99%

The Organization of Multidisciplinary Care Teams: Modeling Internal and External Influences on Cancer Care Quality

et al. 2010

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“…Most conflicts involve interpersonal concerns and concerns about team member follow-through. Conflicts involving service providers increase the likelihood not to achieve the team goals; conflicts between service coordinators and family members have the reversed effect by not avoiding discussions (Wright et al, 2006).…”

Section: Discussionmentioning

confidence: 99%

Collaboration for children with complex needs: What adolescents, parents, and practitioners tell us

Dongen¹,

Sabbe²,

Glazemakers

2019

J Child Health Care

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Children with complex needs require coordinated care and collaboration between the different sectors in child mental health care. These needs and service issues are individually defined and therefore challenging for the mental health system to respond effectively. Different barriers at the organizational and policy level to initiate and maintain collaborative relationships are reported. This research explores the reality of working with a protocol for collaboration (Client Network Consultation (CNC)) by questioning the experiences of adolescents, parents, and practitioners. A qualitative design with semistructured individual interviews is used, guided by the questions from the Wraparound Fidelity Index. Useful and practical insights on effective collaboration result from the in-depth analysis of the interviews. A neutral chairperson, the presence of specialist practitioners, visualization, participation of adolescents, and parents are among the effective elements reported. Some challenges remain; the principle of equality, monitoring the action points resulting from the collaboration and effective crisis management seem very difficult to fully achieve in practice. These results present experiences from adolescents, parents, and practitioners to support an effective collaborative process for working together with children and families with complex needs.

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“…Third, poor service coordination among treatment contexts, family, and community resources also makes effective treatments for adolescents difficult (Wright et al ). Even if they do get adequate care while in treatment, many adolescent clients are discharged back into situations that are not conducive to recovery.…”

Section: Anthropology In the Public Realmmentioning

confidence: 99%

How Do I Code for Black Fingernail Polish? Finding the Missing Adolescent in Managed Mental Health Care

Lester¹

2011

Ethos

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In this article, I examine clinical dilemmas in treating adolescents with eating disorders under the U.S. managed healthcare system. Managed care is built on a rational choice model of human behavior with little room for considering developmental processes. In this model, adolescents figure as little more than failed adults. This poses significant problems: if treatment providers prioritize developmental issues over quantifiable behavioral milestones, they risk jeopardizing continued coverage for their clients. If they prioritize quantifiable behavioral change without attending to underlying developmental concerns, they risk not affecting lasting change. Through a case study of a client in treatment for an eating disorder, I illustrate how this dilemma frames everyday encounters and negatively impacts client care, while at the same time missing developmentally meaningful opportunities for healing. An outline for a proposed applied psychiatric anthropology is presented, together with specific recommendations for adolescent mental health policy, research, and practice. [applied psychiatric anthropology, mental health, managed care, adolescence, eating disorders]

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The Nature and Impact of Conflict within Service Coordination Teams for Children and Adolescents with Serious Emotional and Behavioral Challenges

Cited by 5 publications

References 25 publications

The Organization of Multidisciplinary Care Teams: Modeling Internal and External Influences on Cancer Care Quality

The Organization of Multidisciplinary Care Teams: Modeling Internal and External Influences on Cancer Care Quality

Collaboration for children with complex needs: What adolescents, parents, and practitioners tell us

How Do I Code for Black Fingernail Polish? Finding the Missing Adolescent in Managed Mental Health Care

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