Interprofessional working: Who does what, barriers & facilitators to IP working, road map for IP working

Presented at: EFIC Virtual Pain Education Summit

Speakers

Harm Peters

Professor for Medical Education and Medicine, Charité - Universitätsmedizin, Berlin, Germany
BIOGRAPHY
Emma Briggs

Professor, King's College London, United Kingdom
BIOGRAPHY
Brian McGuire

Founding Co-Director of the Centre for Pain Research and Founding Chair, Irish Pain Research Network, Ireland
BIOGRAPHY
Paul Wilkinson

Consultant, Pain Medicine, Newcastle Pain Management Unit Royal Victoria Infirmary, United Kingdom
BIOGRAPHY

Abstract

Chair: Harm Peters, Germany

Interprofessional working in pain management
Emma Briggs, United Kingdom

Shared decision making and learning in an interprofessional context

Brian McGuire, Ireland

This talk will describe the challenges and rewards associated with building an interprofessional pain management team within the context of scarce resources. Undoubtedly such teams achieve better clinical outcomes and patients generally prefer them to unidisciplinary approaches – data will be presented from the author’s pain management service to exemplify these points. But there are challenges too –finding a shared language for the team, learning to talk to patients using that shared language, learning to appreciate the approach taken by other disciplines, communicating effectively even when not in the same service or setting, keeping momentum and persevering in the absence of resources.

Building an interprofessional team
Paul Wilkinson, United Kingdom

We often talk about (professional) disciplines derived from the term disciple. Arguably, disciples occupy both physical and intellectual spaces fiercely guard those spaces and meet those who intrude with suspicion! Alas, this may not need lead to the best education or clinical care for patients with pain. In this presentation, the value of pain teams is considered starting with often confusing terminology. Referencing multi-professional teams for Pain Management Programmes as a case study, he discusses how teams can be assembled using National Guidance to provide the best care and discusses the internal structure and process as well as the normalising contextual frameworks in which they operate. He uses simple group theory as a framework to discuss team development and the problems that can occur. Team set-up and transformation with time for the better is a subtle reflective educational process with focus on what works well and what may not.

Q&A