This title was first published in 2003. In this key volume, William Housley examines the concepts of multidisciplinarity and team practice in social care settings and considers how and why the two concepts have been brought together in recent years. Furthermore, he discusses the various theoretical assumptions that underpin models of multidisciplinary teamwork. This is contrasted with interactional and ethnomethodological approaches that have examined the lived reality of work practices and social organization. The author applies these approaches to understanding multidisciplinary team interaction and communication within social care settings through the use of conversation and membership categorization analysis. Topics covered include the negotiation and accomplishment of professional and lay role-identities, claims making and the display of knowledge in team settings, the use of narrative and stories in decision making and the local organization and accomplishment of team leadership. Furthermore, it is argued that recent developments and ideas concerning the re-engineering of team structures within health and social care settings would benefit from some consideration of observations generated from this approach to exploring multidisciplinary team practice.
Table of Contents
Contents: Bringing the multidisciplinary into team; The multidisciplinary team, method and meetings; Respecifying multidisciplinary social work meetings; Role as an interactional device in multidisciplinary team practice; Knowledge and display in team meetings; Narrative, extended sequences and talking team work; Team members' perceptions and theorising team structures; Bibliography; Index.