A reality-oriented approach to interdisciplinary work

Interdisciplinary and interprofessional education: what are the key issues and considerations for the future?

The identification of key issues and considerations for interdisciplinary and interprofessional education are explored. Both benefits and barriers to interprofessional education are discussed. The concept of simulation is reviewed relative to interprofessional education primarily as a catalyst for implementation of collaboration. The promise of interprofessional education and outcome studies direct where the future is headed.

Interdisciplinary collaboration between social workers and dieticians in nutrition education programs for children-at-risk

Bio-psycho-social risk factors may lead to situations of poor nutrition of children. However, despite the multiple risk factors involved in such situations, interdisciplinary collaboration between experts in the psycho-social dimensions and experts in the bio-dimension of poor nutrition has not been a common model of practice. An evaluation was conducted in Israel of the experience of collaboration between social workers and dieticians in leading nutrition-education programs. A qualitative methodology was implemented with 22 participants. The findings illuminate the potential that interdisciplinary collaboration has to enhance the response of each of the professions to the risks for poor nutrition. The barriers affecting collaboration are: (a) role ambiguity about the non-administrative functions of social workers; (b) the dieticians' lack of sufficient familiarity with the life circumstances of low-income families and how to adjust the nutrition-related contents to their circumstances; and (c) difficulties to achieve a balance between the structured methods of knowledge delivery of the dieticians and the less structured methods of intervention of social workers. The findings illuminate the significance of incorporating suitable approaches into the collaboration for reducing these barriers.

The making of an interdisciplinary partnership: the case of the Chicago Food System Collaborative

Interdisciplinary partnerships foster innovation to address pressing social problems. This paper describes an interdisciplinary partnership called the Chicago Food System Collaborative (CFSC) composed of a team of partners from four academic institutions and three community-based organizations representing a total of eight disciplines that included: community development and community organizing, community psychology, geography, nursing, nutrition, public health, sociology, and urban planning and policy. Partners came together to address the issue of access to healthy foods and nutrition in a working class African American neighborhood. We analyze and discuss the core principles that guided the partnership and its impact across three dimensions: understanding through interdisciplinary action research, building capacity, and facilitating innovations in practices and policies. Despite the challenges of interdisciplinary partnerships, the potential benefits and impact of such efforts reflect their value as a comprehensive approach to addressing complex social problems.

Interdisciplinary team leadership: a revisionist approach for an old problem?

Understanding of interdisciplinary teamwork is evolving. During health care restructuring, leaders across organizations have challenging responsibilities when work groups must integrate changing organizational values with new modes of service delivery. In this environment, a well-functioning interdisciplinary team in which clinicians work as member-leaders has the potential to further organizational change and foster improvements in patient outcomes. In this paper it is argued that the term interdisciplinary team leadership should be embraced cautiously as it may be a revisionist approach to an old problem, namely a means to modify existing theories of leadership that have been vague and continue to be poorly understood despite considerable effort to explicate knowledge over several decades. Preliminary research suggests that interdisciplinary team leadership is a model of shared leadership that requires more development if it is to become the cornerstone of interdisciplinary team practice in a radically reforming health sector. Stewardship is proposed as a potential philosophy for interdisciplinary team leadership, and a new, shared leadership role of practice leader is suggested.