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Teamwork within mental health services in Ireland a resource paper
Byrne, Michael; Onyett, Steve
Given its potential benefits for service users, the development of more effective teamworking within mental health services in Ireland remains a prime concern for the Mental Health Commission. This resource paper aims to equip you and your mental health team to: • Understand what contributes to successful teamworking and some of the pitfalls, and to • Develop creative solutions for more effective teamworking. Effective teamwork does not just happen. From the outset teamworking needs to be fostered through good design and effective processes aimed at achieving a service user-centred recovery-based approach to service provision. A variety of environmental, structural, procedural and individual characteristics constantly interact with each other to produce varying levels of teamworking. Teams can be thought of as travelling through a variety of developmental stages, that they can be helped progress through, by using particular work behaviours and processes. Service users and carers are best served by team members who have strong professional cultures, work from a recovery orientation and who promote the user’s involvement with a variety of external agencies. Robust organisational supports (including provision of adequate resources) are necessary to make this happen. Mental health teams need clearly defined goals, the minimum number of members (both professional and nonprofessional) required to complete their work tasks, and the right skill-mix. There is also a need for a robust governance structure, and agreement regarding the model of clinical responsibility employed and the roles of team members. Teams need to implement an agreed referral pathway, a process of work, and a system to manage workload fairly. They also need to cultivate a healthy communication culture by having policies regarding how decisions are made, and detailing how clinical meetings and confidentiality are managed. While there is a need for a conflict resolution mechanism, it is preferable to prevent conflict. Along with practice supervision and development guidelines, teams and their members also require training. All these operational requirements need to be clearly captured in an operational policy that is constantly amenable to review as teams remain alert to changes in demand and other key local developments. This paper presents a resource for continuous improvement, including an audit tool to enable your mental health team to assess whether your teamworking practices are promoting quality of care standards that not only meet stakeholder expectations, but also offer the sort of service that you can be proud of – a service that you and service users are well served by.
Publication Date:
Type: Report
Peer-Reviewed: Unknown
Language(s): English
Contributor(s): Health Service Executive (HSE)
Institution: Lenus
Publisher(s): Mental Health Commission (MHC)
First Indexed: 2014-04-02 05:52:14 Last Updated: 2017-04-26 08:44:32