Thinking Teams, Thinking Clients: Knowledge-Based Teamwork

By Anne Opie | Go to book overview

9
Performing Knowledge Work

The primary objective of this book has been to disrupt dominant representations of interprofessional teamwork and contribute to a new mapping of team practices more appropriate to the changing organizational settings, with their emphasis on professional accountability and effectiveness, in which teams work. The value of this text is that it locates the concept “teamwork” in postmodern theory and attends closely to the practice implications of that theorizing. The preceding chapters have foregrounded those elements of teamwork that have consistently been overlooked in conventional representations of that work, elements that are critical to the achievement of more effective team practices.

Rejecting a position that teams will in the end stand or fall by their own efforts (McKenzie 1994), I have written of the production of effective teamwork as intimately related to the clarification and elaboration of organizational discourses about teamwork. The production of effective teamwork also involves an understanding that clients and families, although not always physically present, constitute a part of the team, and it requires theorizing teamwork as knowledge-based work traversing different disciplinary and locational topographies. Moreover, I have stressed that knowledge-based work does not just address facts of difference. It focuses equally on the “effects of difference” (Haraway, quoted in Soja 1997:116). The work of this last chapter will be to explore some of the implications of this representation of teamwork as knowledge work.

Key objectives of knowledge-based interprofessional teamwork in health care settings are simultaneously to enhance the quality of clients'

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Thinking Teams, Thinking Clients: Knowledge-Based Teamwork
Table of contents

Table of contents

  • Title Page *
  • Contents *
  • Acknowledgments vii
  • Thinking Teams / Thinking Clients *
  • Part One - Thinking Teamwork 1
  • 1 - Mapping the Terrain Ahead 3
  • 2 - Shifting Boundaries 15
  • 3 - The Teams and Their Organizational Locations 53
  • 4 - Theory/site/practice 89
  • Part Two - Displaying Teamwork 111
  • 5 - Achieving a “more Subtle Vision” 113
  • 6 - Making and Shaping Team Discussions 139
  • 7 - Narrative and Knowledge Creation in Case Discussions 185
  • 8 - Clients' Empowerment in Interprofessional Teamwork 225
  • 9 - Performing Knowledge Work 253
  • Appendix - Transcription Conventions 269
  • Notes 271
  • References 283
  • Index 293
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