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Intervention in health care teams and working relationships

Laurenson, Mary; Heath, Tracey; Gribbin, Sarah

Authors

Mary Laurenson M.C.Laurenson@hull.ac.uk

Miss Tracey Heath T.N.Heath@hull.ac.uk
Senior Lecturer/ Programme Director (MSc Leadership in Health and Social Care and related programmes)

Mrs Sarah Gribbin S.Gribbin@hull.ac.uk
Lecturer in Leadership and Management/ Module Leader for Driving Specialist Developments (level 7) and Work Based Learning (levels 5 & 6))

Abstract

Introduction: Communication is an intrinsic part of collaborative working but can be problematic when the complexities of professional and personal identities inhibit quality care provision. This paper investigates these complexities and recommends interventions to facilitate collaborative working.
Methods: A qualitative comparative approach examined data collected from participants using purposive non-probability sampling. Perspectives were obtained from four professional groups (nurses, social workers, care managers, and police), from different organizations with different theoretical and practice frameworks, and from a fifth group (informal carers).
Results: Curriculum change and leadership initiatives are required to address the complexities inhibiting collaborative working relationships. Integrating complexity theory, personality typology, and problem-based learning into the curriculum to understand behavioral actions will enable interventions to effect change and promote the centrality of those being cared for.

Publication Date Sep 30, 2012
Print ISSN 1179-3201
Publisher Dove Medical Press
Peer Reviewed Peer Reviewed
Volume 4
Pages 117
Institution Citation Laurenson, M., Heath, T., & Gribbin, S. (2012). Intervention in health care teams and working relationships. Journal of healthcare leadership, 4, 117. https://doi.org/10.2147/jhl.s28748
DOI https://doi.org/10.2147/jhl.s28748

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