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Author Notes:

Dr William Branch, wbranch@emory.edu

WB conceived the paper with EAR, CC, PW, CA, and all were involved in further development and focus of the research. All authors participated with WB in conceptualising the study design and questions used. CC, PW, DKL and DH contributed to the data collection. WB coordinated a team approach with EAR, CC, CA and PW to analyse and interpret the qualitative data. EAR and CC created the summary of relational competencies using levels of learning. EAR and WB drafted the manuscript with contributions from CC, CA, PW, DKL and DH. All authors commented on the initial drafts, revisions and read and approved the final version. WB is the guarantor of the article.

The authors wish to thank the healthcare professionals who participated in this programme. We thank Janet Hafler, EdD (Yale University), for her generous contributions, Richard Frankel, PhD (Indiana University), for his thoughtful review and wise advice and J Richard Pittman, MD (Emory University), for volunteering his expertise in data collection. We appreciate the contributions of the following local cofacilitators: Melissa Atwood, PharmD (University of Minnesota), Dana Dunne, MD (Yale University), Janet Fraser Hale, PhD, RN, FNP (University of Massachusetts), Kara Myers, CNN, MS (University of California at San Francisco), and Heather Walter-McCabe, JD, MSW (Indiana University). We gratefully acknowledge Deborah Navedo, PhD, CPNP, FNAP, CHSE-A (Harvard Medical School), for contributing to make our curriculum suitable for IPE/C. We are grateful to the National Academies of Practice for awarding part of this work the National Academies of Practice Interdisciplinary Group Recognition Award in 2019.

Disclosures: None declared

Subjects:

Research Funding:

This work was supported by the Josiah Macy Jr. Foundation, grant B16-09.

Keywords:

  • change management
  • education & training (see medical education & training)
  • medical education & training
  • medical ethics
  • qualitative research
  • quality in health care
  • Humans
  • Faculty
  • Leadership
  • Learning
  • Educational Status
  • Interprofessional Relations

Longitudinal faculty development to improve interprofessional collaboration and practice: A multisite qualitative study at five US academic health centres

Journal Title:

BMJ Open

Volume:

Volume 13, Number 4

Publisher:

, Pages e069466-e069466

Type of Work:

Article | Final Publisher PDF

Abstract:

Objectives Interprofessional (IP) collaboration and effective teamwork remain variable in healthcare organisations. IP bias, assumptions and conflicts limit the capacity of healthcare teams to leverage the expertise of their members to meet growing complexities of patient needs and optimise healthcare outcomes. We aimed to understand how a longitudinal faculty development programme, designed to optimise IP learning, influenced its participants in their IP roles. Design In this qualitative study, using a constructivist grounded theory approach, we analysed participants' anonymous narrative responses to open-ended questions about specific knowledge, insights and skills acquired during our IP longitudinal faculty development programme and applications of this learning to teaching and practice. Setting Five university-based academic health centres across the USA. Participants IP faculty/clinician leaders from at least three different professions completed small group-based faculty development programmes over 9 months (18 sessions). Site leaders selected participants from applicants forecast as future leaders of IP collaboration and education. Interventions Completion of a longitudinal IP faculty development programme designed to enhance leadership, teamwork, self-knowledge and communication. Results A total of 26 programme participants provided 52 narratives for analysis. Relationships and relational learning were the overarching themes. From the underlying themes, we developed a summary of relational competencies identified at each of three learning levels: (1) Intrapersonal (within oneself): reflective capacity/self-awareness, becoming aware of biases, empathy for self and mindfulness. (2) Interpersonal (interacting with others): listening, understanding others' perspectives, appreciation and respect for colleagues and empathy for others. (3) Systems level (interacting within organisation): resilience, conflict engagement, team dynamics and utilisation of colleagues as resources. Conclusions Our faculty development programme for IP faculty leaders at five US academic health centres achieved relational learning with attitudinal changes that can enhance collaboration with others. We observed meaningful changes in participants with decreased biases, increased self-reflection, empathy and understanding of others' perspectives and enhanced IP teamwork.

Copyright information:

© Author(s) (or their employer(s)) 2023. Re-use permitted under CC BY-NC. No commercial re-use. See rights and permissions. Published by BMJ.

This is an Open Access work distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (https://creativecommons.org/licenses/by-nc/4.0/).
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