This text examines the historical, social policy, political and organisational context alongside the design and the management of team processes. Contact us with your comments and for any problems using the website.
Search Social Care Online In addition, inter-disciplinary team work and support from colleagues is …. Cite Cited by 68 Related articles All 3 versions.
In this paper we critically evaluate the claim that Multi-Disciplinary Community Teams MDCTs offer the most effective means of providing comprehensive mental health services.
We draw upon empirical studies where possible, and upon our own extensive experience of such teams. We conclude that MDCTs usually result in unfocused, inefficient and low quality service provision. Team members are typically left deskilled, confused and demoralised.
We argue that these deficiencies are due to fundamental flaws in the MDCT concept, and that …. Cite Cited by 70 Related articles All 2 versions. Agreeing on goals, approach and rules of communication, and clarifying roles will allow the tasks of leadership to be defined.
Some teams have found that a partnership between a psychiatrist and team coordinator provides a workable combination of skills and functions to cover clinical decision-making, quality reviews, supervision, planning and administration Burgoyne and Lorbiecki, Psychiatrists along with clinicians from other disciplines need training in the principles of teamwork, an important aspect of community psychiatry The Sainsbury Centre for Mental Health, ; Pinkerton et al.
If mental health care is to advance with mental health service reform, psychiatrists will continue to have an important place in public psychiatry, where work is more clearly based in multidisciplinary teams, as well as in private practice. The need for psychiatrists in mental health care, with or without teams, is equivalent to that of other medical specialties in terms of the effect on service standards.
The psychiatrist is an essential contributor to care, working alongside professionals from other disciplines such as clinical psychology, social work, nursing and occupational therapy. Confusion and conflict over team roles, leadership and responsibility are contributing to difficulties in recruiting and retaining psychiatrists in state funded services, and restricting partnership roles for psychiatrists in private practice.
The Committee was able to compose a number of recommendations to assist the College in identifying and dealing with each of the obstacles to effective teamwork and collaboration. One set of these recommendations has been discussed with the RANZCP Training Committee, and educational aims for trainees and supervisors Several recommendations involve collaborative activities with other professional organisations.
At the level of education and training, the recommendations relate to teaching and examination about team dynamics, structure and function, in the context of contemporary understandings about organizations.
Training programs, perhaps inter-disciplinary, could aim to produce a conscious shift in attitude toward working in teams, and the syllabus include training in teamwork and the associated personal skills. Such training could include both didactic and experiential aspects. Teaching could also include consideration of the legal concepts of responsibility, accountability, and leadership. Turning to recommendations at the level of the professional organization, relationships with other professions could be enhanced by joint projects, and joint statements on matters of mutual concern.
Recommendations also relate to shaping the expectations of workplace organizations, governments, and healthcare standards bodies about the attitudes and actions of professionals, especially as far as team roles is concerned. Programs for the maintenance of professional standards could give credit for developmental and educational activities relating to teamwork. Professional leaders could acknowledge and promote the fact that there are many valuable and satisfying roles for psychiatrists in teams which include but are not restricted to administrative oversight.
Finally, at the level of the workplace, the recommendations recognise the desirability of clear and agreed job descriptions, which include expectations of collaborative working. Team protocols which establish the service objectives and the roles and functions of the various members, and position specifications making a clear separation between leadership or coordinating functions, and professional and clinical responsibilities, would achieve a great deal.
More opportunities could be created for shared leadership functions. Success in resolving these problems will assist unity of purpose among the College Fellows, and the advocacy role of the College in ensuring appropriate levels of clinical expertise, supervision and standards in mental health care. Discussion of these issues with other professional groups, governments, policy makers, and representatives of consumers and carers, will help shape the ideas and may continue to have an influence on policy and practice.
Beigel A, Santiago JM Redefining the general psychiatrist: Values, reforms, and issues for psychiatric residency education.
Psychiatric Services — Benierakis CE The function of the multidisciplinary team in child psychiatry: Clinical and educational aspects. Special Issue: Child and adolescent psychiatry. Canadian Journal of Psychiatry — Berg M Toward a diagnostic alliance between psychiatrist and psychologist.
American Psychologist — Boyce P, Tobin M Defining the role of the consultant psychiatrist in a public mental health service.
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