Université Laval Dr Lesley Bainbridge University of British Columbia OVERVIEW Introduction Emerging evidence Conceptual framework and applications Examples of IPE approaches A new lens for collaboration ID: 294874
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Slide1
INTERPROFESSIONAL EDUCATION AND PRACTICE
Université
Laval
Dr. Lesley Bainbridge
University of British ColumbiaSlide2
OVERVIEW
Introduction
Emerging evidence
Conceptual framework and applications
Examples of IPE approaches
A “new” lens for collaboration
Questions and discussionSlide3
Introduction
History
Drivers
Why now?
Why me?
Why you?Slide4
EMERGING EVIDENCESlide5
EMERGING EVIDENCE
Evidence for IPC
Collaborative practice strengthens health systems and improves health outcomes.
Health leaders who choose to contextualize, commit and champion interprofessional education and collaborative practice position their health system to facilitate achievement
of the health-related Millennium Development Goals (MDGs).
Evidence clearly demonstrates the need for a collaborative practice ready health workforce, which may include health workers from regulated and non-regulated
professions.
Slide6
EMERGING EVIDENCE
Improved outcomes
A team-based approach to health-care delivery
maximizes the strengths and skills of each contributing health worker.
(
Mickan
SM. Evaluating the effectiveness of health care teams. Australian Health Review, 2005, 29(2):211-217.)
IPC can assist in
recruitment and retention of health workers
and possibly help mitigate health workforce migration. (
Yeatts D, Seward R. Reducing turnover and improving health care in nursing homes: The potential effects of self-managed work teams. The Gerontologist, 2000, 40:358–363.)
Improved
workplace practices and
productivity
Improved
patient outcomes
Raised
staff morale
Improved
patient safety
Better
access
to health-care
In both acute and primary care settings,
patients report higher levels of satisfaction, better acceptance of care and improved health outcomes
following treatment by a collaborative team.Slide7
EMERGING EVIDENCE
Collaborative practice can improve:
access
to and coordination of health-services
appropriate use
of specialist clinical resources
health outcomes
for people with chronic diseases
patient care and
safety
References:
Hughes SL et al. A randomized trial of the cost-effectiveness of VA hospital-based home care for the terminally ill. Health Services Research, 1992, 26:801–817.
Jansson
A,
Isacsson
A,
Lindholm
LH. Organisation of health care teams and the population’s contacts with primary care. Scandinavian Journal of Health Care, 1992, 10:257–265.
Lemieux-Charles L et al. What do we know about health care team effectiveness? A review of the literature.
Med
ical Care Research and Review, 2006, 63:263–300.
Slide8
EMERGING EVIDENCE
Collaborative practice can
decrease:
total patient complications
length of hospital stay
tension and conflict among caregivers
staff turnover
hospital admissions
clinical error rates
mortality rates
References:
Holland R et al. Systematic review of multidisciplinary interventions in heart failure. Heart, 2005, 91:899–906.
Lemieux-Charles L et al. What do we know about health care team effectiveness? A review of the literature. Medical Care Research and Review, 2006, 63:263–300.
McAlister FA et al. Multidisciplinary strategies for the management of heart failure patients at high risk for admission. Journal of the American College of Cardiology, 2004, 44:810–819.
Mickan
SM. Evaluating the effectiveness of health care teams. Australian Health Review, 2005, 29(2):211-217.
Morey JC et al. Error reduction and performance improvements in the emergency department through formal teamwork training: Evaluation results of the
MedTeams
project. Health Services Research, 2002, 37:1553–1581.
Naylor CJ, Griffiths RD, Fernandez RS. Does a multidisciplinary total parenteral nutrition team improve outcomes? A systematic review. Journal of Parenteral and Enteral Nutrition, 2004, 28:251–258.
Teamwork in healthcare: Promoting effective teamwork in healthcare in Canada. Ottawa, Canadian Health Services Research Foundation, 2006 (
http://www.chsrf.ca/
research_themes
/
pdf
/teamwork-
synthesisreport_e.pdf
).
West MA et al. Reducing patient mortality in hospitals: the role of human resource management. Journal of Organisational Behaviour, 2006, 27:983–1002.
Yeatts
D, Seward R. Reducing turnover and improving health care in nursing homes: The potential effects of self-managed work teams. The Gerontologist, 2000, 40:358–363.
Slide9
EMERGING EVIDENCE
In
community mental health setting
s collaborative practice can:
increase patient and carer satisfaction
promote greater acceptance of treatment
reduce duration of treatment
reduce cost of care
reduce incidence of suicide
increase treatment for psychiatric disorders
reduce outpatient visits
References:
Jackson G et al. A new community mental health team based in primary care: a description of the service and its effect on service use in the first year. British Journal of Psychiatry, 1993, 162:375–384.
Malone D et al. Community mental health teams (CMHTs) for people with severe mental illnesses and disordered personality. Framework for Action on Interprofessional Education and Collaborative Practice Cochrane Database of Systematic Reviews, 2007, Issue 2. (Art. No.: CD000270. DOI: 10.1002/14651858.CD000270.pub2)
Simmonds S et al. Community mental health team management in severe mental illness: a systematic review. The British Journal of Psychiatry, 2001, 178:497–502.
Slide10
EMERGING EVIDENCE
Terminally and chronically ill patients
who receive team-based care in their homes:
are more satisfied with their care
report fewer clinic visits
present with fewer symptoms
report improved overall health
References:
Hughes SL et al. A randomized trial of the cost-effectiveness of VA hospital-based home care for the terminally ill. Health Services Research, 1992, 26:801–817.
Sommers
LS et al. Physician, nurse,
andsocial
worker collaboration in primary care for chronically ill seniors. Archives of Internal Medicine, 2000, 160:1825–1833.
Slide11
EMERGING EVIDENCE
Health systems
can benefit from the introduction of collaborative practice which has reduced the cost of:
setting up and implementing primary health-care teams for elderly patients with chronic illnesses
redundant medical testing and the associated costs
implementing multidisciplinary strategies for the management of heart failure pa
tients
implementing total parenteral nutrition teams within the hospital setting
References:
McAlister FA et al. Multidisciplinary strategies for the management of heart failure patients at high risk for admission. Journal of the American College of Cardiology, 2004, 44:810–819.
Naylor CJ, Griffiths RD, Fernandez RS. Does a multidisciplinary total parenteral nutrition team improve outcomes? A systematic review. Journal of Parenteral and Enteral Nutrition, 2004, 28:251–258.
Sommers
LS et al. Physician, nurse, and social worker collaboration in primary care for chronically ill seniors. Archives of Internal Medicine, 2000, 160:1825–1833.
Slide12
REFERENCES
Barr
H et al. Evaluations of interprofessional education: a United Kingdom review for health and social care. London, BERA/CAIPE, 2000.
Barr H et al. Effective interprofessional education: assumption, argument and evidence. Oxford, Blackwell Publishing, 2005.
Cooper H et al. Developing an evidence base for interdisciplinary learning: a systematic review. Journal of Advanced Nursing, 2001, 35:228–237.
Hammick
M et al. A best evidence systematic review of interprofessional education. Medical Teacher, 2007, 29:735–751.
Holland R et al. Systematic review of multidisciplinary interventions in heart failure. Heart, 2005, 91:899–906.
Malone D et al. Community mental health teams (CMHTs) for people with severe mental illnesses and disordered personality. Framework for Action on Interprofessional Education and Collaborative Practice Cochrane Database of Systematic Reviews, 2007, Issue 2. (Art. No.: CD000270. DOI: 10.1002/14651858.CD000270.pub2)
between
nurses and doctors. Cochrane Database of Systematic Reviews, 2000, Issue 1.
Slide13
REFERENCES
McAlister FA et al. Multidisciplinary strategies for the management of heart failure patients at high risk for admission. Journal of the American College of Cardiology, 2004, 44:810–819.
Naylor CJ, Griffiths RD, Fernandez RS. Does a multidisciplinary total parenteral nutrition team improve outcomes? A systematic review. Journal of Parenteral and Enteral Nutrition, 2004, 28:251–258.
Reeves S. Community-based interprofessional education for medical, nursing and dental students. Health and Social Care in the Community, 2001, 8:269–276.
Reeves S. A systematic review of the effects of interprofessional education on staff involved in the care of adults with mental health problems. Journal of Psychiatric Mental Health Nursing, 2001, 8:533–542.
Reeves S et al. Knowledge transfer and exchange in interprofessional education: synthesizing the evidence to foster evidence-based decision-making. Vancouver, Canadian Interprofessional Health Collaborative, 2008
.Slide14
REFERENCES
Reeves S et al. Interprofessional education: effects on professional practice and health care outcomes. Cochrane Database of Systematic Reviews, 2008, Issue 1.
Simmonds S et al. Community mental health team management in severe mental illness: a systematic review. The British Journal of Psychiatry, 2001, 178:497–502.
The primary health care package for South Africa– a set of norms and standards. Pretoria, South Africa, Department of Health, 2000 (http://
www.doh.gov.za
/docs/policy/norms/
fullnorms.html
).
Working together, learning together:
aframework
for lifelong learning for the NHS. London, Department of Health, 2001 (http://www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidance
/DH_4009558)
.Slide15
CONCEPTUAL FRAMEWORK AND APPLICATIONSSlide16
National Competency Framework for Interprofessional Collaboration (CIHC, 2010):Slide17
CIHC Framework
Domains:
Communication
Patient-focused Care
Role Clarification
Team Function
Interprofessional Conflict Resolution
Collaborative Leadership
Background:
Quality Improvement
Spiral complexitySimpleComplicatedComplexContext of PracticeSlide18
UBC
Model
UBC Model: Exposure, Immersion, Mastery
Exposure
: knows about
e
.g.
shadowing,lectures
and
workshopsImmersion: knows howe.g. interprofessional placement
Mastery
: can teach
e
.g. looked to an an excellent collaboratorSlide19
A Framework for Interprofessional Education in Health ProgramsSlide20
Interprofessional
Communication
A Framework for Interprofessional Education in Health ProgramsSlide21
Patient & Family Focused Care
Interprofessional
Communication
A Framework for Interprofessional Education in Health ProgramsSlide22
Interprofessional
Communication
Patient & Family Focused Care
Role
Clarification
A Framework for Interprofessional Education in Health ProgramsSlide23
Interprofessional
Communication
Patient & Family Focused Care
Role Clarification
Team Function
A Framework for Interprofessional Education in Health ProgramsSlide24
Interprofessional
Communication
Patient & Family Focused Care
Role Clarification
Team Function
Collaborative Leadershi
p
A Framework for Interprofessional Education in Health ProgramsSlide25
Interprofessional
Communication
Patient & Family Focused Care
Team Function
Collaborative Leadershi
p
Conflict Resolution
Role Clarification
A Framework for Interprofessional Education in Health ProgramsSlide26
Interprofessional
Communication
Patient & Family Focused Care
Team Function
Collaborative Leadershi
p
Conflict Resolution
Interprofessional Collaboration
Role Clarification
A Framework for Interprofessional Education in Health ProgramsSlide27
Interprofessional
Communication
Patient & Family Focused Care
Team Function
Collaborative Leadershi
p
Conflict Resolution
Role Clarification
Interprofessional Collaboration
A Framework for Interprofessional Education in Health Programs
Clinical Clusters/
Academic Component
Clerkship/Fieldwork/ Practicum
Simple
Complicated
Complex
Residency/New Health ProfessionalsSlide28
Interprofessional
Communication
Patient & Family Focused Care
Team Function
Collaborative Leadershi
p
Conflict Resolution
Role Clarification
Interprofessional Collaboration
Mastery
A Framework for Interprofessional Education in Health Programs
Clinical Clusters/
Academic Component
Clerkship/Fieldwork/ Practicum
Residency/New Health Professionals
Simple
Complicated
Complex
Immersion
ExposureSlide29
Interprofessional
Communication
Patient & Family Focused Care
Team Function
Collaborative Leadershi
p
Conflict Resolution
Attitudinal Change
Role Clarification
Interprofessional Collaboration
Mastery
A Framework for Interprofessional Education in Health Programs
Clinical Clusters/
Academic Component
Clerkship/Fieldwork/ Practicum
Residency/New Health Professionals
Simple
Complicated
Complex
Immersion
ExposureSlide30
EXAMPLES OF IPE APPROACHESSlide31
EXAMPLES
Orientation
The educator pathway
The passport
IP-PBL
IP Placements
Standardized Patients
OtherSlide32
A “NEW” LENS FOR COLLABORATIONSlide33
Current model
Co-location of students
Learning “with, from and about” each other
Much of the IPE is extracurricular
Learning together starts early (exposure) and becomes more focused later (immersion).
Schedules and logistics are the main barriers.
IPE is explicit in some programs and implicit in other programs.Slide34
Current model
Competency model is most common.
Learning objectives follow the competency model.
Roles and responsibilities of each profession are central to current IPE.
The clinical setting is seen as an effective place for IPE but so is the academic setting.
“IPE” curricula are common.
The focus is more on the education than the outcomes.
IPE is often seen as an ends rather than a means.
The focus is on the team and less on the individual.Slide35
Assumptions
Students must learn together in order to work together collaboratively.
More than one profession is necessary to teach
interprofessionally
.
Early exposure is good.
Students must be together to learn how to collaborate.
Role clarification is a key part of IPE.
A competency based model translates well into learning objectives.Slide36
Assumptions
IPE is currently a train that is moving fast.
IPE leads to improved collaboration.
Improved collaboration improves health outcomes.
IPC is cost effective.
The system is changing to embrace IPE and IPC.
If students don’t see it in practice they will not embrace it – it being IPC.
The learning must be clinically relevant.Slide37
Potential flaws
Scheduling barriers create curriculum changes that are more for logistical reasons than good pedagogy or the changes do not occur because of the barrier and therefore IPE is restricted..
Competency based models are useful but do not get beyond the behaviourally obvious characteristics of collaboration.
Role clarification may reinforce stereotyping.Slide38
Potential flaws
Individual focus on collaborative practice skills is overshadowed by team based collaboration skills.
The clinical setting is not fully exploited as an IPE opportunity for the individual or the team.
Assessment of performance in collaboration is weak and not well-developed except perhaps in the area of attitudes. But would those scales change if we were to focus on the individual rather than the team?
The long term change in practice because of IPE is unknown to a large extent.Slide39
Potential new model
Focus is on training for collaboration.
Uniprofessional
learning in the academic setting is used to prepare students for collaboration in clinical settings.
The focus for the training is on:
Social capital
Rhetoric
Perception checking
Conflict resolution
Building relationships
Negotiating prioritiesSlide40
Potential new model
Early educational interventions include single professions and use scenarios, cases, videos, small group work, simulation, virtual patients etc. to establish personal insights into how they as individuals can build a collaborative network/resource network for themselves.
Clinical placements are used as the stage for observations of collaboration, practice in checking perceptions, building social capital, using language to establish a positive encounter etc.
Assessment of student skills in collaboration is defined and quantifiable.Slide41
Assumptions
Students can learn collaboration within their own professions while they build a professional identity.
Putting the “I” in TEAM is important to ensure personal responsibility and accountability for collaborative behaviour.
Long term change will occur if the individual ability to develop and sustain relationships is well trained.Slide42
Assumptions
The clinical setting provides the best stage for practicing collaboration.
A new way of looking at IPC can lead the way to major change without RCT evidence that it works.
The work done to date in IPE lays the groundwork for a new way of looking at it.
While in some circumstances the learning must be clinically relevant, the processes of collaboration are the focus in such a way that they can be transferred from context to context.Slide43
Potential flaws
No one will buy into this new model.
The “evidence” argument gets in the way.
It is seen as going backwards into professional silos.
The responsibility for the integration of the new way of addressing teaching collaboration falls to the community partners.
The new model is seen as negating the old model.
It is too difficult to understand and link to the competency-based models.
The train is too far down the track for people to want to look at IPE a new way.Slide44
…putting the “I” back in team…
Social capital
Rhetoric or framing
Perspective taking
Negotiating priorities
Resolving conflict
Building relationships
What are they and how do we teach them?Slide45
Social Capital
“Existing studies have almost exclusively relied upon Putnam’s (1993, 1995, 1996, 1998, 2000, 2001) conceptualization of social capital, which consists of features such as
interpersonal trust, norms of reciprocity, and social engagement
that
foster community and social participation
and can be used to impact a number of beneficial outcomes, including h
ealth” p 165
“I propose that it would be more useful to conceive of social capital in a more traditionally sociological fashion:
as consisting of
actual or potential resources
that inhere
within social networks or groups
for personal benefit
.” P.166
“This conceptualization is consistent with the social capital theory of Pierre Bourdieu (1986), which
emphasizes
the collective resources of groups that can be drawn upon by individual group members for procuring benefits and services
in the absence of, or in conjunction with, their own economic capital.” P 166Slide46
Social Capital
Individual confounders:
• Negotiation skill set
• Communication skills
• Perceptiveness
• Ability to create social trust
• Educational level
• Hierarchical position
• Overall competenceSlide47
Thoughts
What do we all contribute to the central “pot” in any given clinical case, what can only “we” do, and what do we call upon others to do or take on ourselves as part of the exchange of capital?
Have we viewed the health workplace as a social system and if we do what does that imply for collaborative working relationships?
Do we need to look at social space and symbolic power?Slide48
Rhetoric or Framing
Rhetoric:
The art of effective or persuasive speaking or writing.
Language designed to have a persuasive or impressive effect on its audience...
Framing:
Setting an approach or query within an appropriate context to achieve a desired result or elicit a precise answer.Slide49
Rhetoric or Framing
“the ability to shape the meaning of a subject, to judge its character and significance. To hold the frame of a subject is to choose one particular meaning (or set of meanings) over another. When we share our frames with others (the process of framing), we manage meaning because we assert that our interpretations should be taken as real over other possible interpretations.” (p. 3)
The Art of Framing (
Fairhurst
&
Sarr
, 1996)Slide50
Rhetoric or Framing
Becoming conscious of a goal purposely but unconsciously predisposes us to manage meaning in one direction or another to communicate our frames . . .
We may be conscious of a goal . . . but unconscious of how we will select, structure, and exchange words with another person to achieve that goal
.
Our unconscious mind makes certain communication options available to us for the framing that we ultimately do. These options are not always ones we would have consciously chosen, as we are painfully aware when we blunder and succumb to ‘foot-in-mouth’ disease. But . . . we can ‘program’ our unconscious toward the selection of certain options over others via priming. (pp. 144–5)Slide51
Rhetoric or Framing
Effective persuasion:
1.
effective persuaders establish
credibility
2. they frame their goals in a way that identifies
common ground
with those they intend to persuade
3.they
reinforce
their
positions using
vivid language and compelling evidence
4. they
connect emotionally
with their audience
(Conger, 1998)
Four ways not to persuade:
1. attempt to make your case with an up-front, hard sell
2. resist compromise
3. think the secret of persuasion lies in presenting great arguments
4. assume persuasion is a one-shot effortSlide52
Perspective Taking
The
ability to entertain the perspective of another
has long been recognized as a critical ingredient in proper social functioning. Davis (1983) found that perspective-taking, as measured by an individual-difference measure, was
positively correlated with both social competence and self-esteem
. Piaget (1932) marked
the ability to shift perspectives as a major
developmental breakthrough in cognitive functioning
, and Kohlberg (1976) recognized its importance in his classification of moral reasoning.
Galinsky
,
Moskovitz
, 2000Slide53
Perspective Taking
Perspective-taking also affects
attributional
thinking
and
evaluations of others
.
Galinsky
,
Moskovitz
, 2000
Perspective-taking, however,
appears to diminish not just the expression of stereotypes but their accessibility
. The constructive process of taking and realizing another person's perspective furthers the egalitarian principles themselves; perspective-taking is an effective reinforcement of contemporary admonitions to consider previously ignored or submerged perspectives as a routine part of social interchange and inquiry.
Galinsky
,
Moskovitz
, 2000Slide54
Negotiating priorities
Combined with the limited information we have about the others’ true goals and interests,
it is not always obvious what to offer, how to offer it or how to find out what would be worth offering
. The way we communicate with each other can have a significant and often unintended impact on the outcome. And the relationships we form or develop during the negotiation process can have a
significant impact not only on the present negotiation, but also on potential future negotiations
with these parties and with others.
Fairman
, 2012Slide55
Negotiating priorities
Factors influencing negotiation
:
The power of
skill
and
knowledge
The power of a
good relationship
The power of a
good alternative to negotiation
The power of an
elegant solution
The power of
legitimacy
The power of
commitment
Fisher, 1983Slide56
Conflict Resolution
Thomas & KilmanSlide57
Conflict Resolution
Importance of the relationshipSlide58
Relationship Building
Relationship Centred Care (RCC) is founded upon 4 principles:
(1) that relationships in health care ought to include the
personhood
of the participants
(2) that
affect and emotion
are important components of these relationships,
(3) that all health care relationships occur in the context of
reciprocal influence
, and
(4) that the formation and maintenance of genuine relationships in health care is
morally valuable
.
Beach et al, 2006Slide59
Relationship Building
The central task of health professions education—in nursing, medicine, dentistry, public health, pharmacy, psychology, social work, and the allied health professions—must be to help students, faculty, and practitioners learn
how to form caring, healing relationships with patients and their communities, with each other, and with themselves
.
Report of the Pew-
Fetzer
Task Force on Advancing Psychosocial Health Education (2006)Slide60
So what?
This alternative lens seems to me to get at the very heart of collaboration.
It puts responsibility for collaboration within each of us.
It acknowledges the complexity of human interaction across different professional cultures.
It provides each of us with a way to create our own collaborative networks – even in the face of resistance.
It paves the way for truly patient-focused care.Slide61
QUESTIONS AND DISCUSSION