Working in teams sounds simple but the reality is often more difficult within complex health and social care systems. This revised edition of this essential book brings together cutting-edge thinking about teamworking, and considers how this can be turned into practice within the context of interagency settings. It introduces a range of theories, models and research to demonstrate the benefits – and pitfalls – inherent in teamworking in collaborative settings.
This is a practical and accessible guide focused on how inter-agency teams may be made to function more effectively, illustrated through real-life examples. Its no-nonsense approach will appeal to students, practitioners, team leaders, managers and policy-makers across the health and social care system.
"...this book provides an interesting and stimulating reading for those who build and work in multidisciplinary teams as well as for policy makers." International Journal of Integrated Care, Vol 8, 2008.
"Overall, this book is comprehensive and well structured, giving students, nurses and managers the opportunity to become more self-aware and work towards better partnership working." Nursing Standard, Vol 23:3, 2008
"Overall this title does contain many useful insights into teams and team working, and will be of value for many who are working with and developing teams." CNWL NHS Foundation Trust newsletter
"Written by three experts who have worked closely with NHS staff over many years, this hugely valuable volume is filled with knowledge, wisdom and practical experience." Michael West, The King’s Fund
"Team working is essential to effectiveness in modern organisations but the challenge is finding how to implement great team working rather than merely talking about it. This book tells managers how to move from the rhetoric to the reality with clarity, practicality and inspirational guidance. It is a vital guide for leaders and managers who want to develop outstanding teams across their organisations and a wonderful resource for all practitioners." Professor Michael West, Executive Dean, Aston Business School
Kim Jelphs works as an organisational development and leadership consultant in an NHS Foundation Trust and with a wide range of organisations across sectors and agencies. She holds Honorary and Associate roles with a range of universities in the UK and Australia.
Helen Dickinson is Associate Professor of Public Governance at the University of Melbourne. She is co-editor of the Journal of Health, Organization and Management and Australian Journal of Public Administration and has worked with government, community organisations and private organisations in Australia, the UK, New Zealand and Europe.
Robin Miller is Senior Fellow and Director of Evaluation at the Health Services Management Centre, Birmingham, and a Fellow of the School for Social Care Research, London, UK. He leads on a variety of applied research projects with health and social care organisations, with a particular focus on evaluating and learning from change initiatives.
What is team working and why does it matter?;
What does research tell us?;
Hot topics and emerging issues;
Useful frameworks and concepts;
Recommendations for policy and practice;