forming team of different experiences and skills to achieve common goal

1. Multidisciplinary teams
LAITH ALASADI

2. video-1520712467.mp4

3. Multidisciplinary teams
A group composed of
members with varied
but complimentary
experiences,
qualifications, and skills
that contribute to the
achievement of the
organization specific
objectives

4. Working in Multi-disciplinary Teams
• The changing policy context - a
shift from ‘doing for’ to ‘doing
with’ - co-production, choice,
shared decision-making,
collaboration, coordination and
integration
• improve the quality of care in
large scale change

5. The Value of Metaphor
Consider your own
organization and your role:
Where do you see yourself?
Are you comfortable in that
position?
Where do you see others in
the team?

6. Questions
• What do you expect from your teammates?
• What should they expect from you?

7. What Shapes Our Beliefs and Values
about Multi-disciplinary Team
Working?
• Our life history (personal and professional
experience)
• The socialization process of the profession (e.g.
doctor, dentist, pharmacist, nurse, etc)
• Our previous experience of team working
(positive and negative)
• Personality(ies)

8. How to work in a multi-disciplinary
teams
• Like families, multi-disciplinary teams can work
brilliantly together – or be totally dysfunctional
1. Define roles and boundaries.
2. Be aware of power dynamics.
3. Taking decisions.
4. Different professionals have different views.
5. Input from service users.

9. • Every member should feel that they are
contributing
• Every member should feel that others are
contributing
• Every member should do all types of tasks
• Every member should be knowing the other
members of the team
• Every member should be working towards a
common goal in their own creative and distinct
way

10. LEADING A TEAM
•Multiple Styles
Find your own style
• Lead – don’t be the whole team
You can’t do everything yourself
• Lead – don’t follow
Don’t let the team members drive the team
• Lead – don’t drive
Don’t be a dictator

11. Philosophies and Approaches
There are three key philosophies in team working:
•Directive
•Integrative
•Elective
Example(s) of further approaches to team working:
•Parallel working

12. Directive Philosophy
-Hierarchical (status and
power)
-One person directs,
others ‘fall in’
- May determine the way
in which a team work and
learn

13. Integrative Philosophy
• Commitment to aspects of being a
team member (collaborative care,
team working)
• Complexity of communication is
accepted
• The contribution of individual roles is
understood
• Professional and team contributions
are valued equally
• Members learn from each other and
this supports development

14. Elective Philosophy
- Staff operate autonomously, linking only
when a need is identified
- Role clarity precludes negotiation of
boundaries
- Brevity of communication, informing
rather than discussing

15. Key Characteristics of Teams
Teams have the following characteristics:
•Team members have shared objectives in relation to their
work
•Team members interact with each other to achieve these
shared objectives
•Team members have well-defined roles, some of which are
differentiated from each other
•Teams have an organizational identity – they have a
defined organizational function and are recognized as a
team by others outside the team
•The tasks the team perform have consequences that affect
others inside or outside the organization

16. Benefits of Team Working
Patients Staff Organisation
Empowers patients as
active partners in care
Uses time more efficiently
Integrates health care for a
wide range of problems and
needs
Improves quality of care
and experience by
increasing coordination of
services, especially for
complex problems
Increases professional
satisfaction / experience
Enables the practitioner to
learn new skills and
approaches
Encourages innovation
Allows staff to focus on
individual areas of
expertise
Unleashes assets of all
staff, patients and wider
community
Maximizes resources and
facilities
Harnesses potential for
more efficient delivery of
care
Reduces burden on acute
care facilities as a result of
increased preventive care
Facilitates continuous
quality improvement
efforts (social and financial
return on investment)

18. MDT requiring:
• Respect and trust between members
• The best use of skill mix within the team
• Agreed clinical governance structure
• Agreed systems and protocols
• An equal voice for all
• Resolution of conflict
• Encouragement of constructive discussion
• Absence of personal agendas

19. Team Leader’s Roles
• Train teams in group problem-solving
techniques
• Master coaching skills for use with teams
• Help teams choose their own targets and goals
• Monitor and assess performance appraisals
• Monitor and assess the peer discipline process
• Help the teams expand their responsibilities
• Foster innovation in teams

20. • Monitor team competition to prevent unwanted
behaviours
• Refocus teams when necessary on team goals
• Share information
• Support/build on ideas or proposals
• Respect and acknowledge emotions, be patient
• Deal with negative behaviours in a firm but
friendly manner
• Break down conflicts, confirm agreements,
clarify areas of disagreement, in the team

21. • Identify your teams strengths and weaknesses
• Increase productivity and efficiency
• Improve their ability to solve problems
• Improve your managerial and leadership skills
• Improve support and trust levels among
employees
• Develop healthy inter-group relations
• Reduce stress in your workplace

22. Team-working Questionnaire
Task
• A number of statements are
listed that could describe a
team. Indicate how
accurately you think each
statement describes the
team in which you currently
work, or where you work
most of the time

23. :References
• Borrill, C. and West, M. (2002) Team Working and
Effectiveness in health care: findings from the health care
team effectiveness project, Birmingham: Aston Centre for
Health Service Organisation Research
• Borrill, C. (undated) Team Working Guide for Primary
Healthcare: NHS Health Development Agency
• NHS Institute for Innovation and Improvement and Royal
College of Nursing (2009) Developing and sustaining
Effective Teams – Getting Staring, an introduction and
overview
• The Health Foundation (2012) Cross Sector Working to
Support Large Scale Change
• Blackwell, A., Wilson, L., Boulton, C., and Knell, J. (2010)
Creating Value Across Boundaries; Maximizing the return
from interdisciplinary innovation

24. Thank you