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The purpose of this paper is to argue that the future of social work can be situated as part of a fundamental shift towards co-located, multi-disciplinary practice and networking. It is argued that social work has a key role to play in co-located, multi-disciplinary child welfare practice, and indeed can be a leading profession in this context. Situating social work in this way involves re-conceptualising social work as a network profession, rather than a silo profession. The paper builds on an earlier study of five multi-professional, co-located teams updated with interviews with social workers currently situated in such co-located teams. An exploration of the role of social work in relation to child sexual exploitation is provided.

The first study was an ESRC-funded study and used a multi-method approach to understanding the work of five multi-disciplinary, co-located teams working with children, young people and families (Frost and Robinson, 2016). Four co-located teams with eight social workers participated in the research. This was followed up by a small scale study involving semi-structured interviews with six social workers situated in co-located, multi-disciplinary teams. The focus of the study was on professional identity and working practices with other related professionals.

The ESRC study explored the complexity of co-located, multi-disciplinary professional teams – exploring how they worked together and analysing the challenges they face. Professionals felt that such working enhanced their learning, their skill base and the process of information sharing. Challenges included structural and organisational issues and differences in ideological and explanatory frameworks. The follow up study of six social workers found that they gained satisfaction from being situated in such co-located, multi-disciplinary teams, but also faced some identified challenges. Child sexual exploitation is explored as an example of the work of co-located, multi-disciplinary teams.

Semi-structured interviews with social workers based in co-located, multi-disciplinary teams have provided valuable insights into the operation of social workers in such settings. It is acknowledged that all the interviews are with social workers in co-located settings and that further work is required on the views of other social workers in reference to their experiences and views in relation to multi-disciplinary working.

The paper brings together theoretical positions and policy contextual material with qualitative research data which situate the social worker in wider multi-disciplinary, co-located settings. Drawing on qualitative, semi-structured interviews with 14 social workers in such teams, the paper aims to contribute to an understanding and development of the future of the social work role in these contexts, arguing that this is fundamental to the future of social work.

The use of a multi‐disciplinary research team can often enhance the investigation of IS phenomena ‐ particularly when the construct under study is multi‐dimensional. This paper explores the challenges and benefits of carrying out IS research with a multi‐disciplinary team. By way of illustration a study is described which purposefully pulled together researchers from different (but related) disciplines to carry out an IS research project. The challenges confronting the team included miscommunication, initial disagreement concerning research constructs, and the amount of time required for meetings. The benefits far outweighed the difficulties. Benefits accrued to the study itself and to the research participants. The study was more holistic and included better construct definition. The participating researchers benefited from critically examining their own views and outlooks whilst being exposed to viewpoints from other disciplines.

A biopsychosocial case formulation is an important tool for understanding complexity and guiding treatment for people with intellectual disabilities. It has been suggested that formulation meetings develop staff understanding of individuals they support. This study aims to explore the change processes that occur as a result of professional team formulation meetings, and the mechanisms that facilitate and hinder these events.

Eight clinicians who took part in multi-disciplinary team-based formulations in an inpatient mental health service for adults with intellectual disabilities were interviewed. Interviews were examined using thematic analysis.

The key themes identified were: “gaining information”, “altered thoughts” and “focused goals”. These themes were supported by “collaborative working” and “time for reflection” and were hindered by “poor communication and interaction” and inconsistent “staff attendance”.

Multi-disciplinary team formulation meetings may have a number of change processes that affect staff knowledge and perception of the people that they support. The facilitation of these processes should be a focus for further development.

Assistive technology can make a significant difference to the lives of service users and carers, especially when dovetailed with health, housing and social care. In support of this aim, the UK Government recently announced £80 million funding for a Preventive Technologies Grant over two years from April 2006, to extend the benefits of new technology ‘community alarms’ with the aim of reducing the number of avoidable admissions to residential care and to hospital. Once the preserve of the allied health professions, multi‐disciplinary teams of professionals are increasingly expected to take on responsibility for assistive technology and the equipment that accompanies it. This article explores the use of assistive technology from the perspective of practitioners working in multi‐disciplinary hospice homecare. It draws on the findings of a small evaluative study of 25 hospice homecare schemes which participated in a project centred on rapid access to community alarm technology. It considers obstacles to implementation and workforce development issues arising out of an increased focus on assistive technology as a means of better managing the support of terminally ill people at home.

Maintaining user-focused integrated team working in complex care is one of the demands made of UK health and social care (H&SC) organisations who need employees that are resilient, resilience being the ability to persevere and thrive in the face of exposure to adverse situations (Rogerson and Ermes, 2008, p. 1). Grant and Kinman (2012) write that resilience is a complex and multi-dimensional construct that is underexplored in social care team work. The purpose of this paper is to capture the views of managers in H&SC to explore the making of resilient teams, identify factors that influence team performance and inform organisational workforce development strategy.

A general inductive approach (Silverman, 2011) was applied. Five focus groups were facilitated (n=40) each with eight participants all of whom were leaders and managers of teams in H&SC, working in the integrated care context in the UK.

Findings indicate that further investment in strategies and resources to sustain and educate employees who work in teams and further research into how organisational systems can facilitate this learning positively may contribute to resilient teams and performance improvement. The authors note specifically that H&SC organisations make a distinction between the two most prevalent team types and structures of multi-disciplinary and inter-professional and plan more targeted workforce development for individual and team learning for resiliency within these team structures. In doing so organisations may gain further advantages such as improved team performance in problematic care situations.

Data captured are self-reported perceptions of H&SC managers. Participant responses in the focus group situation may have been those expected rather than those actually modelled in the realities of team work practice (Tanggaard, 2008). Further, in the sample all participants were engaged in a higher education programme and it is possible participants may have been more engaged with their practice and thinking more critically about the research questions than those not currently undertaking postgraduate study (Ng et al., 2014). Nor were the researchers able to observe the participants in team work practice over time or during critical care delivery incidents.

The preliminary link made here between multi-disciplinary and inter-professional team type, and their different stress points and subsequent workforce intervention, contributes to the theory of resilient teams. This provides organisations with a foundation for the focus of workplace learning and training around resilience. H&SC practitioner views presented offer a greater understanding of team work processes, together with a target for planning workforce development strategy to sustain resilience in team working.

This preliminary research found that participants in H&SC valued the team as a very important vehicle for building and sustaining resilience when dealing with complex H&SC situations. The capitalisation on the distinction in team type and individual working practices between those of interprofessional and multidisciplinary teams and the model of team learning, may have important consequences for building resilience in H&SC teams. These findings may be significant for workforce educators seeking to develop and build effective practice tools to sustain team working.

This study sought to identify the organizational factors associated with team and network effectiveness of the Athena Breast Health Network, a multi-site collaboration between five University of California health systems.

Providers, managers, and support staff completed self-administered surveys over three years. Statistical analyses at the network and medical center levels tested hypotheses regarding the correlates of effective teams and perceived network effectiveness over time.

Perceived team effectiveness was positively correlated with group culture and environments which support collaboration, negatively correlated with hierarchical culture, and negatively associated with professional tenure at year two. As measured by increasing team effectiveness scores over time and Athena’s potential impact on patient care, perceived network effectiveness was positively associated with team effectiveness.

Results do not allow us to conclude that a certain type of culture “causes” team effectiveness or that team effectiveness “causes” greater perceptions of progress over time. Subsequent studies should examine these variables simultaneously. Further research is needed to examine the role of payment incentives, internal reward systems, the use of electronic health records, public disclosure of performance data, and depth of leadership within each organization and within the network overall.

Focusing on group affiliation and participation may improve team member perceptions regarding effectiveness and impact on patient care.

Relatively little is known about the adaptive processes that occur within inter-organizational networks to achieve desired goals, and particularly the roles played by multi-disciplinary inter-professional teams. We studied a network comprising multiple campuses actively involved in better understanding, preventing, and treating a complex disease.

This paper addresses the concept of concurrent engineering (CE) and its application to construction. The construction process is faced with an ephemeral shifting coalition of participants who have divergent goals and objectives. Consequently, adversarial relationships between project participants have developed. This has made it difficult for organizations to cooperate, communicate and integrate with each other effectively. The CE concept advocates the implementation of a multi‐disciplinary team approach to construction by encouraging collaborative decision making based upon team coordination and information sharing. This paper suggests that a multi‐disciplinary approach can be achieved by introducing the contractor, major subcontractors and suppliers during the design phase.

The purpose of this paper is to outline the historical background and policy context of mental health services for people with intellectual disability (ID) in Ireland. It then considers recent implementation and lessons from the Irish experience.

The policy background and research literature relevant to the development of mental health services for people with ID in Ireland was reviewed and discussed.

Mental health services in Ireland remain in a state of change, moving towards the implementation of specialist multi-disciplinary teams in the community, alongside previous models of care and service.

This paper summarises recent advances and research regarding mental health services for people with ID in Ireland.

The paper illustrates the process of delivering changes to mental health services with practical implications for mental health services internationally.

This is the first paper in many years to summarise the development of mental health services for people with ID in Ireland. There has been considerable recent change and it is therefore important to provide a useful reference for the current status of services.

The purpose of this paper is to explore staff and prisoner experiences of a newly implemented Personality Disorder Service (PDS) within a category B male establishment.

A semi-structured interview was used to explore the experiences of seven male category B PDS prisoners and eight PDS members of staff (four National Health Service (NHS) clinical staff and four prison service staff) from a multi-disciplinary team (MDT). Interviews were transcribed verbatim and thematic analysis was completed.

Prisoner sample: one overarching theme “environment” organised two themes: “enabling factors” and “disabling factors” which had a subtheme “integrating men who have sexually offended onto the unit”. Another theme “opportunities for self-development” was identified. Staff sample: an overarching theme “environment” organised two themes: “enabling factors” and “disabling factors”. An overarching theme “multi-disciplinary working” organised two themes: “working in partnership” and “cultural differences in working practices”. Two further themes were: “professional development” and “stressors”.

This study focused on a small sample of staff and prisoners and their experiences of a newly implemented PDS. In addition, both staff and prisoners volunteered to take part in the study, and therefore may not be a representative sample. Consequently the results cannot be generalised to other establishments or PD services.

Staff and prisoner experiences indicate that a multi-disciplinary approach to personality disorder services is desirable and can be effective. Prisoners are gaining experiences of positive therapeutic relationships with staff and hope that their experiences of the PDS will reduce their risk of reoffending. Staff experiences indicate that the integration of two services presents challenges and that they are working to overcome these. It may be advantageous for the impact of cultural differences within a MDT to be explored further.

This is the first study that explores the experiences of the MDT and prisoners of the newly implemented PDS. The PDS forms part of the new development under the National Offender personality disorder pathway.

The purpose of this paper is to identify, review and classify the key practice indicators of successful team integration in construction projects, with the intention of gaining a greater insight into how they influence team dynamics.

This is a review paper that draws on existing research and, through observation of previous studies, identifies patterns to produce a greater understanding of the indicators affecting team integration in construction projects.

The review identified 15 key practice indicators of team integration from the literature, which together form the basis for transforming disparate project teams into a highly integrated team. It is argued that although there is an element of interdependence between some of the indicators, for the purpose of defining team integration practice by means of key indicators it is important to consider them independently because each indicator represents a key element of team integration practice. The indicators were classified as either “Relationship Oriented Indicators”, whereby the relationship between project teams is directly influenced through human behaviours, or “Non‐Relationship Oriented”, whereby relationships are indirectly influenced by putting systems or processes in place to promote, or at the very least allow, members of different functions to collaborate.

The process of integration is a result of a combination of many indicators and this review presents a complete picture of team integration for construction projects developed from past team integration research. It is hoped that the proposed framework will make a contribution by providing the necessary groundwork for further research and development in this area, with the aim of bridging the current gaps in the understanding of team integration in the construction management discipline.

Although there is a diversity of current thinking on team integration practice in construction projects, there is currently no consolidated set of key indicators embedded in integration practice. This study achieves that while recognising a complex system of interdependency between some of the indicators. It further extends the team integration literature by providing deeper insights into the characterisation and importance of exercising and improving integration practice.