Some error occured while loading the Quick View. Please close the Quick View and try reloading the page.
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.
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.
Introduction;
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;