5-Minute MCH: Module 10.1

5-Minute MCH: Module 10.1

Interdisciplinary / Interprofessional Team Building

Module 10.1: 5-Minute Introduction

In this module we provide some background on the competency as well as context and information about our learning activities via a video podcast (see below). We also provide a context for you to Learn more about the competency and to start a conversation, so please Comment on what you have learned and Interact with others who have commented as well.

Download a PDF of the Presentation Slides.

LEARN

MCH systems are interdisciplinary/interprofessional (ID/IP) in nature. ID/IP practice provides a supportive environment in which the skills and expertise of team members from different disciplines, including a variety of professionals, MCH populations, and community partners, are acknowledged and seen as essential and synergistic. Input from each team member is elicited and valued in making collaborative, outcome-driven decisions to address individual, community-level, or systems-level problems.

Members of an ID/IP tem may include a variety of professionals, MCH populations, family and self-advocate leaders, and community partners. The team, which is the core of ID/IP practice, is characterized by mutual respect among stakeholders, shared leadership, equal or complementary investment in the process, and acceptance of responsibility for outcomes.

Knowledge Areas

MCH leaders will demonstrate a working knowledge of:

  • MCH stakeholders, their roles, and how they can contribute to a successful team.
  • Team building concepts, including stages of team development; practices that enhance teamwork; and management of team dynamics.

Skills

Foundational. At a foundational level, MCH leaders will:

  1. Accurately describe roles, responsibilities, and scope of practice of other professions, MCH members, and families.
  2. Actively seek out and use input from people with diverse perspectives to make decisions.
  3. Identify and assemble team members with knowledge and skills appropriate to a given task.
  4. Facilitate group processes for team-based decisions, including articulating a shared vision, building trust and respect, and fostering collaboration and cooperation.

Advanced. Building on the foundational skills, MCH leaders will:

  1. Model curiosity about differences and appreciation for individual contributions, as these are essential to effective ID/IP teams.
  2. Identify and redirect forces that negatively influence team dynamics.
  3. Use shared outcomes to promote team synergy.
  4. Share leadership based on appropriate use of team member strengths in carrying out activities and managing challenges.
  5. Adopt tools, techniques, and methods of a range of MCH disciplines representing diverse perspectives to address challenges and meet needs.
  6. Use knowledge of competencies and roles for disciplines other than one’s own to improve teaching, research, advocacy, and systems of care.

COMMENT

Comment on the Presentation...

You can share your perspective on this competency with others in the field by entering your comments here. Tell us how you have personally applied this competency in your daily work, ask questions about the competency, or suggest additional trainings that can be used by others to support learning in this competency.

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If you can't see/access the form above, please email your comments to mchnavigator@ncemch.org.

INTERACT

See What Others are Saying...

  • "In times when staff morale is low with our current (going on 2 years) hiring freeze and good people leaving left and right, focusing on the strengths of the team is one effective way to recognize everyone's strengths and to refocus our efforts to make a difference in our work."
This project is supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under grant number UE8MC25742; MCH Navigator for $180,000/year. This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.