Do geriatric healthcare teams work?

Aging Health ◽  
2011 ◽  
Vol 7 (6) ◽  
pp. 865-876 ◽  
Author(s):  
Robert L Kane ◽  
Tatyana A Shamliyan ◽  
Teresa McCarthy
Keyword(s):  
Healthcare Teams

Self-Managing Healthcare Teams: Healthy for Some But Not for All

2013 ◽  
Author(s):  
Heleen van Mierlo ◽  
Christel G. Rutte ◽  
Michiel A. J. Kompier ◽  
Hans A. C. M. Doorewaard
Keyword(s):  
Healthcare Teams

scholarly journals Patient and family views of team functioning in primary healthcare teams with nurse practitioners: a survey of patient-reported experience and outcomes

2021 ◽  
Vol 22 (1) ◽  
Author(s):  
Kelley Kilpatrick ◽  
Eric Tchouaket ◽  
Nicolas Fernandez ◽  
Mira Jabbour ◽  
Carl-Ardy Dubois ◽  
...  
Keyword(s):  
Urban Area ◽  
Nurse Practitioners ◽  
Primary Healthcare ◽  
Organizational Characteristics ◽  
Role Clarity ◽  
Team Processes ◽  
Healthcare Teams ◽  
Outcomes Of Care ◽  
Patient Reported ◽  
Team Functioning

Abstract Background Nurse practitioners (NPs) have been added to primary healthcare teams to improve access to care. Team processes, including communication and decision-making, explicate how patients and families view team functioning. Yet, important gaps exist in our understanding of patient-reported experience and outcomes at the level of the healthcare team. We aimed to examine the influence of individual, team, and organizational characteristics, and role clarity on outcomes of care mediated by team processes in primary healthcare teams that include NPs. Methods A cross-sectional survey across six sites representing practices with NPs in Québec, Canada, was conducted between March 2018 and April 2019 as part of a multiple-case study. Patients and families (n = 485; response rate: 53%) completed a validated questionnaire, which included a patient-reported experience measure (PREM) and a patient-reported outcome measure (PROM) of team functioning (Cronbach alpha: 0.771 (PROM) to 0.877 (PREM)). We performed logistic regression and mediation analyses to examine relationships between the individual, team, and organizational characteristics, role clarity, and outcomes of care mediated by team processes. Results Patients and families expressed positive perceptions of team functioning (mean 4.97/6 [SD 0.68]) and outcomes of care (5.08/6 [0.74]). Also, high team processes (adjusted odds ratio [AOR] 14.92 [95% CI 8.11 to 27.44]) was a significant predictor of high outcomes of care. Role clarity (indirect effect coefficient ab = 6.48 [95% CI 3.79 to 9.56]), living in an urban area (-1.32 [-2.59 to -0.13]), patient as respondent (-1.43 [-2.80 to -0.14]), and income (1.73 [0.14 to 3.45]) were significant predictors of outcomes of care mediated by team processes. Conclusions This study provides key insights on how primary healthcare teams with NPs contribute to team functioning, using a validated instrument consistent with a conceptual framework. Results highlight that high role clarity, living in a non urban area, family as respondent, and adequate income were significant predictors of high outcomes of care mediated by high team processes. Additional research is needed to compare teams with and without NPs in different settings, to further explicate the relationships identified in our study.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. Findings – Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team. Research limitations/implications – The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results. Practical implications – The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

scholarly journals Interprofessional Teamwork and Collaboration Between Community Health Workers and Healthcare Teams

2015 ◽  
Vol 2 ◽  
pp. 233339281557331 ◽  
Author(s):  
Catherine M. Franklin ◽  
Jean M. Bernhardt ◽  
Ruth Palan Lopez ◽  
Ellen R. Long-Middleton ◽  
Sheila Davis
Keyword(s):  
Community Health ◽  
Community Health Workers ◽  
Health Workers ◽  
Healthcare Teams ◽  
Interprofessional Teamwork

scholarly journals The Teamwork Model: Proposing a Model for Studying Interprofessional Healthcare Teams

MedEdPublish ◽  
2019 ◽  
Vol 8 (2) ◽  
Author(s):  
Matthew D'Angelo ◽  
Ronald Cervero ◽  
Steven Durning ◽  
Lara Varpio
Keyword(s):  
Healthcare Teams ◽  
Interprofessional Healthcare
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