One of the most important advances in the delivery of healthcare has been recognition of the need for developing highly functioning multi-disciplinary teams. Such teams, when structured in a cohesive fashion, can function more effectively and efficiently than the sum of their parts. The benefits of teamwork extend from the delivery of care to a single patient to the overall structure and function of entire care delivery systems. Recognizing the value of collaborative approaches for improving all aspects of healthcare delivery and having champions, leaders, structure, function, goals, and accountability are paramount to success, regardless of how defined. Another important pillar of teamwork is excellent communication with clearly defined information flows and cross-verification mechanisms. This book outlines how to work together for shared goals in a complex, diverse, and constantly evolving health care system.

Invited esteemed professionals from public health, medicine, nursing, health services and administration, and other areas, present their diverse perspectives on collaboration across the spectrum of the health care fields in this interesting and timely text. With a ‘student centered’ approach (also known as ‘learning-centered’), Collaboration Across the Disciplines in Health Care is accompanied by companion exercises, games and simulations, creating a thought-provoking learning experience.Important Notice: The digital edition of this book is missing some of the images or content found in the physical edition.

Effective healthcare is vital to prevent illnesses and injuries, to provide treatments and rehabilitation from illnesses and injuries, and to enhance physical, psychological, and social health and well-being. Twenty-first-century healthcare has become a “team sport” that requires multidisciplinary teams with diverse knowledge, skills, abilities, perspectives, and wisdom. Multidisciplinary healthcare teams include physicians, nurses, dentists, psychologists, physical and occupational therapists, and other healthcare practitioners; healthcare researchers, scholars, and educators; healthcare administrators and policymakers; as well as patients and patients’ significant others. This volume includes chapters that address multidisciplinary teams from many different professional, scholarly, and experiential perspectives of experts around the globe. The chapters are written by scholars, practitioners, and educators from Canada, Grenada, Iran, Nigeria, Norway, Qatar, South Africa, United Kingdom, and the United States. It is the goal of this volume to increase understanding of what factors improve and detract from effective multidisciplinary teamwork in healthcare in order to improve its application and enhance the well-being of patients, practitioners, and all members of healthcare teams. Topics addressed in this volume include teams and team members, the importance and benefits of teamwork in healthcare, teamwork skills, and enablers, creating and optimizing healthcare teams, team challenges, and educating healthcare professionals for multidisciplinary teams. Each chapter stands alone to make meaningful contributions regarding multidisciplinary teamwork in healthcare. Together, the chapters in this volume provide a valuable and thoughtful discussion of multidisciplinary teams in healthcare along with a comprehensive list of references for readers who want to dig deeper.

Teamwork is essential to improving the quality of patient care and reducing medical errors and injuries. But how does teamwork really function? And what are the barriers that sometimes prevent smart, well-intentioned people from building and sustaining effective teams? Collaborative Caring takes an unusual approach to the topic of teamwork. Editors Suzanne Gordon, Dr. David L. Feldman, and Dr. Michael Leonard have gathered fifty engaging first-person narratives provided by people from various health care professions.Each story vividly portrays a different dimension of teamwork, capturing the complexity—and sometimes messiness—of moving from theory to practice when it comes to creating genuine teams in health care. The stories help us understand what it means to be a team leader and an assertive team member. They vividly depict how patients are left out of or included on the team and what it means to bring teamwork training into a particular workplace. Exploring issues like psychological safety, patient advocacy, barriers to teamwork, and the kinds of institutional and organizational efforts that remove such barriers, the health care professionals who speak in this book ultimately have one consistent message: teamwork makes patient care safer and health care careers more satisfying. These stories are an invaluable tool for those moving toward genuine interprofessional and intraprofessional teamwork.

Practical, proven techniques for improving team performance in the health care world Teams and collaboration have become an expectation in most healthcare facilities and environments. It is accepted that high performance, patient focused teams are critical to quality patient care. However, there is often a wide gap between traditional practices and the new behaviours and practices required for teamwork and collaboration. Improving Health Care Team Performance goes beyond theory to provide the knowledge, tools, and techniques required to develop a single team, or to develop an organization wide team based culture, from which exceptional patient care emerges. Most uniquely it emphasizes that effective teamwork goes far beyond team dynamics and provides detailed description of additional requirements, such as shared learning and change compatibility, and how to fulfill them. A practical handbook for healthcare leaders striving to ensure a superior patient experience and high quality of care, Improving Healthcare Team Performance not only provides specifics on how to develop high functioning teams, whether multidisciplinary, interdisciplinary, or departmental but also offers those dealing with the common healthcare leadership challenges of low morale, poor communication, interpersonal conflict, and lack of knowledge sharing the tools to take immediate action to improve performance. Providing a proven approach to addressing and preventing everyday issues impacting patient care, Improving Health Care Team Performance contains everything needed to identify areas of greatest need within a team or department, take targeted action to address key gaps, and measure progress towards positive change. Presents a clear depiction of what constitutes collaboration and a high-performing patient focused team. This includes the skills and practices required to improve team performance and ultimately the quality of patient care, how to develop new attitudes and behaviours within the team, as well as the leadership requirements for success in a patient focused, team based culture. Provides a set of development tools accessible online to help the reader quickly and easily apply the knowledge gleaned. Offers targeted solutions including tips/recommendations, a step-by-step approach for affecting necessary change at every level of the organization, and skills and team development activities. Designed for leaders working in any healthcare environment, Improving Health Care Team Performance is a practical approach to improving team performance and the quality of patient care.

Medicine is a complex social institution which includes biomedical research, clinical practice, and the administration and organization of health care delivery. As such, it is amenable to analysis from a number of disciplines and directions. The present volume is composed of revised papers on the theme of "Responsibility in Health Care" presented at the Eleventh Trans Disciplinary Symposium on Philosophy and Medicine, which was held in Springfield, illinois on March 16-18, 1981. The collective focus of these essays is the clinical practice of medicine and the themes and issues related to questions of responsibility in that setting. Responsibility has three related dimensions which make it a suitable theme for an inquiry into clinical medicine: (a) an external dimension in legal and political analysis in which the State imposes penalties on individuals and groups and in which officials and governments are held accountable for policies; (b) an internal dimension in moral and ethical analysis in which individuals take into account the consequences of their actions and the criteria which bear upon their choices; and (c) a comprehensive dimension in social and cultural analysis in which values are ordered in the structure of a civilization ([8], p. 5). The title "Responsibility in Health Care" thus signifies a broad inquiry not only into the ethics of individual character and actions, but the moral foundations of the cultural, legal, political, and social context of health care generally.

Getting the right diagnosis is a key aspect of health care - it provides an explanation of a patient's health problem and informs subsequent health care decisions. The diagnostic process is a complex, collaborative activity that involves clinical reasoning and information gathering to determine a patient's health problem. According to Improving Diagnosis in Health Care, diagnostic errors-inaccurate or delayed diagnoses-persist throughout all settings of care and continue to harm an unacceptable number of patients. It is likely that most people will experience at least one diagnostic error in their lifetime, sometimes with devastating consequences. Diagnostic errors may cause harm to patients by preventing or delaying appropriate treatment, providing unnecessary or harmful treatment, or resulting in psychological or financial repercussions. The committee concluded that improving the diagnostic process is not only possible, but also represents a moral, professional, and public health imperative. Improving Diagnosis in Health Care, a continuation of the landmark Institute of Medicine reports To Err Is Human (2000) and Crossing the Quality Chasm (2001), finds that diagnosis-and, in particular, the occurrence of diagnostic errorsâ€"has been largely unappreciated in efforts to improve the quality and safety of health care. Without a dedicated focus on improving diagnosis, diagnostic errors will likely worsen as the delivery of health care and the diagnostic process continue to increase in complexity. Just as the diagnostic process is a collaborative activity, improving diagnosis will require collaboration and a widespread commitment to change among health care professionals, health care organizations, patients and their families, researchers, and policy makers. The recommendations of Improving Diagnosis in Health Care contribute to the growing momentum for change in this crucial area of health care quality and safety.