Working in Multiprofessional Teams

Malcolm Payne

with young people

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Working with young peopleYoung people are dependent…

…but moving towards independence.Their degree of independence varies……and is controlled by relationships with

adults……and agencies.Relationship-management comes from

information-management.Working with young people involves

constant variation.

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Teamwork is…

…security against the risks of complexity in post-modern welfare

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Teamwork is about…

…the division of labour:

once there is more than one person doing a job,

you will have to divide the work

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Teamwork in care services

Co-ordination policyCo-ordination,

collaboration and partnership

State-marketUser-provider drivenStrategic, regulated,

bureau-professionalised

Participation, advocacy

Multiprofessional teamworkMedical model –

hospital, communityVoluntary sector co-

ordination4 models:

KeyworkerStrategic co-

ordinationInformal collaborationMultiprofessional

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Co-ordination policyCo-ordination

Services’ strategies and polices should be mutually supportive and reinforcing

CollaborationPractitioners and managers should work

together so that work connects, is effective and economic

PartnershipWork should be integrated with users and

carers, and respond to what they wantAlso, planned, long-term relationships

between agencies

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Relationships

-Agency-Profession-Discipline

Inter-

Multi-

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Boundary

Identity

Resources

Issues in teamwork

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Theories of collaborationGeneral systems theory

The organisation is made up of interdependent, interlocking parts

Social exchange theoryReciprocity affects relationships in an

organisationCo-operation theory

People calculate strategy to choose between options where there are conflicts of interest: issues are reciprocity, durability, provocability

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Purposes of multiprofessional work

Bring together skillsShare informationAchieve continuityEnsure accountabilityCo-ordinate planningCo-ordinate

resources.

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Teamwork tensions 1

To develop team relationships,we must look inward…

…but in care services,we must look outward.

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Teamwork tensions 2

Teamwork is valued as mutual support…

…but it is also an instrumentto meet the organisation’s aims.

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Teamwork tensions 3

Teambuilding focuses oncolleagues’ needs…

…but services shouldconcentrate on users’ needs.

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Traditional team

The Traditional Team

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Open team

The Open Team 1

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The Open Team 2

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Team characteristicsClear and common

purposeSense of belongingSynergy – team is

more than the sum of its parts

OpennessCo-operation and

mutual support; informal atmosphere

Creative

Clarifies roles and responsibilities

Sound proceduresAppropriate leadershipRegular reviewsIndividual

developmentParticipation in good

group relationsGood external

relations

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Teambuilding overview

ReviewingIndividual developmentStrategic – mission and visionTask differentiation - competencesRole integration – occupational standards

Role clarity or role blurring?

Problem-solvingConsultation

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Conflict in teams – when?

Ambiguous domainsConflicts of interestCommunication barriers – distance in

time/spaceDependence and expectationsStrongly differentiated rolesFrequent contacts (more chance of problems)Consensus needed (problems if agreement

impossible)History

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Models of team development - 1

FormingStormingNormingPerforming

Natural developmentAssisted development

Re-forming

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Models of team development - 2

Situational/contingency

team

Preferences

Type of work

Organisation

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Types of team

football tennis athletics

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Team members’ roles

PersonalityInterpersonal

rolesSkills

Work roles

Interpersonal roles

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Working in Multiprofessional Teams

Malcolm Payne

with young people