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To begin a process of understanding how palliative care organisations are configured to enable innovative multidisciplinary patient care teams and their management in an uncertain, complex and dynamic environment.

A range of literature was reviewed to suggest configuration and characteristics that were tested using semi‐structured interviews with the senior medical staff member at each of three Australian case study organisations. Data gathered from these interviews was supplemented with data gathered from semi‐structured interviews with multidisciplinary management teams and patient care teams dealing with inpatients and home‐care patients.

A hybrid configuration is suggested, based on Mintzberg's typology of organisations. Responses from interviews modify some characteristics of the suggested configuration, though generally appearing to support it. Characteristics of the external and internal environments are described.

Palliative care is rarely written off outside the healthcare literature and comparatively infrequently within it. Configuration is used to suggest the characteristics of innovative teams in an uncertain, dynamic, complex environment. The use and management of multidisciplinary patient care teams in palliative care offers interesting insights for a broad range of organisations.

A contribution to the discourse on the relationship between configuration and innovation based in organisations without commercial imperative, delivering multi‐level care for and by people involved in the end‐of‐life process.

The paper continues a line of publications, beginning in 2002, describing the management of innovation in multidisciplinary palliative care teams. The originality and value of this paper and this line of research is in taking a management view of a unique environment that offers insights and lessons to a broad range of organisations.

This paper seeks to discuss the authors' experiences of multidisciplinary practice in relation to developing home‐based assisted living technologies.

The paper draws on almost three years' experience of working within an ongoing, large, multi‐sited and multidisciplinary Irish national research programme: the Technology for Independent Living Centre. This involved industry and academic partners. Teams of clinicians, physical and social scientists, technologists, engineers, designers and ethnographers worked with older adults to design, test and deliver, home‐based technologies that focus on mitigating falls, keeping socially connected and maintaining or improving cognitive function. The authors' experiences and challenges are organised and presented through their retrospective team building model: ENDEA and through comparison with team building literature.

Learning outcomes and implications for technology focused multidisciplinary practice are offered. The paper concludes that a vital step in developing successful assisted living technologies with and for older adults is to spend resources on building effective, creative and committed multidisciplinary teams and practices.

The model, ENDEA, is proposed which is a blueprint for successful outcomes, through the management and delivery of multidisciplinary research.

The purpose of the paper is to show that free flowing teamwork depends on at least three aspects of team life: functional diversity, social cohesion and superordinate identity.

The paper takes the approach of a discussion, arguing for a strong need to understand multidisciplinary and cross‐functional barriers for achieving team goals in the context of health care. These barriers include a strong medically dominated business model, historically anchored delineations between professional identities and a complex organisational environment where individuals may have conflicting goals.

The paper finds that the complexity is exacerbated by the differences between and within health care teams. It illustrates the differences by presenting the case of an operating theatre team.

Whilst the paper recommends some ideas for acquiring these skills, further research is needed to assess effectiveness and influence of team skills training on optimising multidisciplinary interdependence in the health care environment.

The paper shows that becoming a team member requires team membership skills.

This paper is the third in a series that will examine the management of innovation by multidisciplinary patient care teams in palliative care in Australia and reports on the existence and use of organisational levers to enable and influence required characteristic behaviours in the teams. These levers work in concert with organisational capabilities to resource the required behaviours. Interviews with management teams in three Australian palliative care case study organisations confirm the existence and use of organisational levers. It appears that levers are available organisationally and utilised where necessary but fall into three distinct groups, those utilised by any person or group needing them, those utilised more specifically by management teams and those utilised by multidisciplinary patient care teams. It is noted that these groups are dependent on the existence of the levers for the optimisation of their efforts.

It is now common place for mental health services to operate using multidisciplinary teams (MDTs) where several health professionals simultaneously maintain their disciplinary distinctiveness and assume complementary professional roles. This requires awareness of other team members' disciplines and good team‐work skills. Yet in Australia, the preparation of health professionals continues to occur primarily in single‐discipline programs, where interaction with other disciplines often only occurs in an ad hoc, time‐limited way during clinical placement. This paper seeks to provide serious reflection on preparing students for the multidisciplinary practice within the mental health system.

The authors introduce a student placement preparation learning package that was developed and trialled with a range of health professional students at two Australian universities. Transformative learning principles underpinned the development of the education materials and related activities, which were designed to sensitise students to the potential problems that arise within MDTs and to equip them with communication strategies for use in their university placement experiences, as well as in their future professional practice.

The very large majority of student placement preparation workshop participants rated the workshop activities as extremely helpful. After participating in the activities, the very large majority of participants strongly endorsed the workshop learning objectives of understanding the different roles of MDTs members, skills required for working in MDTs, principles of collaborative team‐work and respectful, positive attitudes to MDTs members.

The transformative learning approaches to education of health professionals which are described in this paper help students to examine ways to think more critically and constructively about MDTs.

This paper is the second in a series that will examine the management of innovation by cross‐functional, multidisciplinary patient care teams in palliative care. Two further outcomes of this research are reported here. The first is that within palliative care a number of distinct individual behaviours are identified that act as foundations for the successful development and application of innovative practices by multidisciplinary teams. The second is that interviews with multidisciplinary palliative care teams in case studies in Australia confirm the existence and use of these behaviours. Individual behaviours within these teams are found to fall into two groups: those used by palliative care professionals when working with patients and patient‐based carers; and those used by professionals when dealing with each other away from patients. The purpose of both groups is to generate useful valid information, knowledge and learning that can be transferred across boundaries regardless of boundary type or location.

Various attempts have been made to understand and resolve the enduring lack of cohesiveness of multidisciplinary teams (MDTs), their dysfunctional service delivery and the feelings of distress among some of the professionals who work in them. Distortions in forensic MDTs have sometimes compromised service delivery and effective risk management. Several public inquiries relating to high‐profile incidents in forensic mental health have noted the role of dysfunctional MDTs. This paper describes the philosophy, structure, functions and achievements of a forensic community MDT in Wellington, New Zealand. It explains a model of care that is adaptable, comprehensive, effective and evidence‐based. It highlights the role of the extended MDT and embedded cultural units from which care professionals work together, share a common philosophy of care and tailor their care to the needs of the individuals or populations they serve.

Previous research has identified a need for greater clarity regarding the functions of multidisciplinary team (MDT) meetings in UK community mental health services. The purpose of this paper is to identify the functions of these meetings by systematically reviewing both primary research and academic discussion papers.

Papers relating to adult community mental health teams (CMHTs) in the UK and published between September 1999 and February 2014 were reviewed and appraised using NICE quality checklists. The search was broad in scope to include both general CMHTs and specialist CMHTs such as early intervention psychosis services and forensic mental health teams. A thematic synthesis of the findings was performed to develop an overarching thematic framework of the reported functions of MDT meetings.

None of the 4,046 studies identified directly investigated the functions of MDT meetings. However, 49 mentioned functions in passing. These functions were categorised into four thematic domains: discussing the care of individual patients, teamwork, team management and learning and development. Several papers reported a lack of clarity about the purpose of MDT meetings and the roles of different team members which hindered effective collaboration.

Without clearly agreed objectives for MDT meetings, monitoring their effectiveness is problematic. Unwarranted variation in their functioning may undermine the quality of care.

This is the first systematic review to investigate the functions of CMHT MDT meetings in the UK. The findings highlight a need for empirical research to establish how MDT meetings are being used so that their effectiveness can be understood, monitored and evaluated.

The purpose of this paper is to coordinate the different stages involved in designing a “CSR approach” in order to visualize and analyze micro-contradictions occurring between players in a multidisciplinary team.

This intervention research project was spread over three years and conducted within an establishment for dependent elderly people (EDE).

This research extends Engeström's work to highlight the micro-contradictions identified and their nature. These micro-contradictions are reduced and investigated through mediator artifacts incorporating new knowledge.

The main limitation of the research study is that the authors were unable to completely validate Engeström's model, including the notion of instrument. The actors involved all belong to the same organization and use the same tools. This study would be worth repeating with a project team featuring actors from different organizations in order to grasp the concept of instruments used by individual actors.

On the managerial front, the authors draw managers' attention to the importance of collaborative construction of management tools, which can improve the governance of their organizations.

The originality of this paper is based on the opportunity for the long-term analysis of the relationship between potential disturbances and the generation of new knowledge during collaborative work involving a multidisciplinary team. This study is useful for this type of establishment, especially within the context of the current health crisis.

There is robust evidence that good teamwork is essential to the delivery of high‐quality healthcare. This paper reports on a leadership intervention to improve team‐working in multidisciplinary clinical teams and the health outcomes of those populations served by them. The Shared Leadership for Change initiative was funded and managed by The Health Foundation as part of its portfolio of leadership awards. The initiative sought to support the development of ‘shared’ leadership in the teams through the intervention of specially trained and supported leadership development consultants who worked with clinical teams delivering diabetes care working across primary and secondary sectors. The paper explains the rationale underpinning the approach, describes how the intervention was operationalied, and presents findings on its impact to date. The authors conclude by advocating that given the right context this intervention is an effective approach that leads to improved clinical team effectiveness and better multidisciplinary working in modern healthcare. The difficulties of ascribing any improvements in clinical outcomes or the patient experience to the interventions are also explored.