Multidisciplinarity, interdisciplinarity, and transdisciplinarity in health research, services, education and policy: 2. Promotors, barriers, and strategies of enhancement
Multidisciplinarity, interdisciplinarity, and transdisciplinarity in health research, services, education and policy: 2. Promotors, barriers, and strategies of enhancement
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DOI：
10.25011/cim.v30i6.2950
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发表时间：
2007-01-01
影响因子：
0.8
通讯作者：
Pak, Anita W. P.
中科院分区：
文献类型：
--
作者：
Choi, Bernard C. K.;Pak, Anita W. P.
背景/目的。在卫生研究、服务、教育和政策方面，越来越多地鼓励多学科、跨学科和跨学科小组。本文是系列文章中的第二篇。第一部分讨论了多学科团队合作的定义、目标和有效性的证据。本文继续探讨促进因素、障碍以及增强这种团队合作的方法。方法。本文是基于Google和MEDLINE（1982-2007）检索的文献综述。以“多学科性”、“跨学科性”、“跨学科性”和“定义”为关键词进行检索。团队合作成功的促进因素包括：团队成员的良好选择，优秀的团队领导，团队成员的成熟度和灵活性，个人承诺，团队成员的物理接近，互联网和电子邮件作为支持平台，激励措施，机构支持和工作场所的变化，共同的目标和共同的愿景，团队成员之间的角色清晰度和轮换，沟通和建设性意见。总体上反映了启动子缺乏的情况。它们包括：学科和团队成员的选择不佳，团队运作过程不佳，缺乏适当的措施来评估跨学科工作的成功，缺乏研究出版物中多作者的指导方针，语言问题，项目时间或资金不足，制度限制，学科冲突，团队冲突，缺乏学科之间的沟通，以及学科之间的权力不平等。并不是每个健康项目都需要涉及多个学科。有几个问题可以帮助决定是否需要多学科方法。如果需要多学科，八个战略，以加强多学科的团队合作。它们可以用缩写词TEAMWORK来概括--团队、热情、可接近性、动机、工作场所、目标、角色、亲属关系。
Background/Purpose. Multidisciplinary, interdisciplinary and transdisciplinary teams are increasingly encouraged in health research, services, education and policy. This paper is the second in a series. The first discussed the definitions, objectives, and evidence of effectiveness of multiple disciplinary teamwork. This paper continues to examine the promotors, barriers, and ways to enhance such teamwork.Methods. The paper is a literature review based on Google and MEDLINE (1982-2007) searches. "Multidisciplinarity", "interdisciplinarity", "transdisciplinarity" and "definition" were used as keywords to identify the pertinent literature.Results. The promotors of teamwork success include: good selection of team members, good team leaders, maturity and flexibility of team members, personal commitment, physical proximity of team members, the Internet and email as a supporting platform, incentives, institutional support and changes in the workplace, a common goal and shared vision, clarity and rotation of roles, communication, and constructive comments among team members.The barriers, in general, reflect the situation in which the promotors are lacking. They include: poor selection of the disciplines and team members, poor process of team functioning, lack of proper measures to evaluate success of interdisciplinary work, lack of guidelines for multiple authorship in research publications, language problems, insufficient time or funding for the project, institutional constraints, discipline conflicts, team conflicts, lack of communication between disciplines, and unequal power among disciplines.Conclusion. Not every health project needs to involve multiple disciplines. Several questions can help in deciding whether a multiple disciplinary approach is required. If multiple disciplinarity is called for, eight strategies to enhance multiple disciplinary teamwork are proposed. They can be summarised in the acronym TEAMWORK - Team, Enthusiasm, Accessibility, Motivation, Workplace, Objectives, Role, Kinship.