Working in Multiprofessional Teams

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Working in Multiprofessional Teams
with young people

• Malcolm Payne

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Working with young people

• Young 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 policy
• Co-ordination, collaboration and partnership
• State-market
• User-provider driven
• Strategic, regulated, bureau-professionalised
• Participation, advocacy

• Multiprofessional teamwork
• Medical model hospital, community
• Voluntary sector co-ordination
• 4 models
• Keyworker
• Strategic co-ordination
• Informal collaboration
• Multiprofessional

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Co-ordination policy

• Co-ordination
• Services strategies and polices should be
  mutually supportive and reinforcing
• Collaboration
• Practitioners and managers should work together
  so that work connects, is effective and economic
• Partnership
• Work should be integrated with users and carers,
  and respond to what they want
• Also, planned, long-term relationships between
  agencies

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Relationships
Inter-

• -Agency
• -Profession
• -Discipline

Multi-
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Issues in teamwork

• Boundary

• Identity

• Resources

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Theories of collaboration

• General systems theory
• The organisation is made up of interdependent,
  interlocking parts
• Social exchange theory
• Reciprocity affects relationships in an
  organisation
• Co-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 skills
• Share information
• Achieve continuity
• Ensure accountability
• Co-ordinate planning
• Co-ordinate resources.

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Teamwork tensions 1
but in care services, we must look outward.
To develop team relationships, we must look
inward
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Teamwork tensions 2
Teamwork is valued as mutual support
but it is also an instrument to meet the
organisations aims.
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Teamwork tensions 3
Teambuilding focuses on colleagues needs
but services should concentrate on users needs.
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The Traditional Team
Traditional team
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The Open Team 1
Open team
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The Open Team 2

• Reaching out

• Drawing in

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Team characteristics

• Clear and common purpose
• Sense of belonging
• Synergy team is more than the sum of its parts
• Openness
• Co-operation and mutual support informal
  atmosphere
• Creative

• Clarifies roles and responsibilities
• Sound procedures
• Appropriate leadership
• Regular reviews
• Individual development
• Participation in good group relations
• Good external relations

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Teambuilding overview

• Reviewing
• Individual development
• Strategic mission and vision
• Task differentiation - competences
• Role integration occupational standards
• Role clarity or role blurring?
• Problem-solving
• Consultation

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Conflict in teams when?

• Ambiguous domains
• Conflicts of interest
• Communication barriers distance in time/space
• Dependence and expectations
• Strongly differentiated roles
• Frequent contacts (more chance of problems)
• Consensus needed (problems if agreement
  impossible)
• History

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Models of team development - 1
Forming
Storming
Norming
Performing
Re-forming

• Natural development
• Assisted development

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Models of team development - 2

• Situational/contingency

Preferences
team
Type of work
Organisation
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Types of team
football tennis
athletics
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Team members roles

• Interpersonal roles

Personality
Interpersonal roles
Skills

• Work roles

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with young people
Working in Multiprofessional Teams
Malcolm Payne