Publications from ODSW Social Insights: Letters by DSW (Vol 1) | Page 116

Multidisciplinary Team

Studies have shown that teams that were more multidisciplinary tended to
have introduced more innovations regardless of whether effective group
processes were in place. However, the quality of the innovations (e.g. as
measured by their benefit to patients) was dependent on group processes.
Teams with more professions on board only introduced innovations of greater
quality when effective group processes were in place – e.g. including all team
members being committed to the same cause; everyone in the team being
listened to; the team reflecting on its own effectiveness; and there being
plenty of contact between team members.
Studies1 have therefore concluded that “From a practical perspective, the
most eminent question is how to establish team processes that help capitalize
on multi disciplinarity.”
Teams also vary in their level of formality. Some have handbooks, “job
descriptions” for members, funding agreements, and guidelines for presenting
cases. Many find it helpful to distribute minutes summarizing case discussions
and clarifying what has been decided. Some make it a point to follow up
on all cases that are discussed so that team members receive feedback on
outcomes.
So how does a social worker in a multidisciplinary team have an identity?
How do social workers recognise and maintain the core social work tasks
in a multidisciplinary team alongside doctors, nurses, psychiatrists and
psychologists? How does a social worker contribute to the overall functioning
of the team?
Several factors are critical to good MDT teamwork. These are:
• a clear vision of how agencies and practitioners will work together with
agreed and achievable aims and objectives;
1 Source of studies : Fay, D., Borrill, C., Amir, Z., Haward, R. & West, M.A. (2006). Getting the
most out of multidisciplinary teams: A multi-sample study of team innovation in health care.
Journal of Occupational and Organizational Psychology, 79, 553–567.

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