How to Describe Interprofessional Working
‘Why do you all ask me that same question — don’t you people talk to each other?’ We have all had clients say this, and many of us have explained it as a problem of ‘bureaucracy’ or ‘communications’ — the two explanations for problems which most people seem to accept. But when we and the other people whom the client has been seeing are all part of one team, we question what type of team we are in and how effective it is.
Unable to display preview. Download preview PDF.
- Belbin, M. (1981) Management Teams: Why they succeed or fail. Oxford: Heinemann.Google Scholar
- Hunter, D. and Wistow, G. (1989) Accountability and Interprofessional Working for People with Mental Handicaps. University of Leeds: Nuffield Institute.Google Scholar
- Onyett, S., Heppleston, T. and Bushnell, N. (1994) A national survey of community mental health teams: 1 Team structure. Sainsbury Centre for Mental Health, 134 Borough High Street, London SE1 1LB.Google Scholar
- Øvretveit, J. (1986), Organising Multidisciplinary Community Teams, BIOSS, Brunel University, Uxbridge.Google Scholar
- Øvretveit, J. (1992) Therapy Services: Organisation, Management and Autonomy. London: Harwood Academic Press.Google Scholar
- Øvretveit, J. (1993) Coordinating Community Care: Multidisciplinary Teams and Care Management. Milton Keynes: Open University Press.Google Scholar
- Øvretveit, J. (1994) Why total quality management fails. Health Services Journal, 1 December, pp. 24–6.Google Scholar
- Patmore, C. and Weaver, T. (1991) Community Mental Health Teams: Lessons for Planners and Managers. Good Practices in Mental Health, 380 Harrow Road, London, W9 2HU.Google Scholar
- Peck, S. (1985) The Different Drum. New York: Bantam Books.Google Scholar