There is no 'one size fits all' approach to communicating in teams. Not only is each team situation unique, but so too are the people within the teams. For example, structures and processes vary between teams (some are hierarchical whereas others seek to share authority), and team members often demonstrate different capabilities for communicating (some might be wonderful communicators whereas others might be described as less capable, or 'tricky', individuals). Further, what works well for communicating in one team might not work as well in another team and, as people come and go in a team, the nature of team communication usually alters. Communicating effectively with a range of p2eople in different teams does not necessarily just happen. Health professionals commonly need to develop their capabilities for this. nderstanding influences on communicating in teams (as shown in Figure 28.1) is a suitable starting point. In this chapter, influences on communicating in teams are discussed in four sections: 1. the situation in which the communication takes place; 2. people's motivation for working together; 3. the nature of interactions within the team; and 4. an individual's capability to communicate effectively. This discussion presupposes that team communication is inherently clientcentred and that team members are capable of developing their communication capability through critical reflection on team experiences. To facilitate reflection, this hapter includes a case study, with reflection prompts, presented in two parts.
|Title of host publication||Communicating in the health sciences|
|Place of Publication||South Melbourne, VIC|
|Publisher||Oxford University Press|
|Number of pages||10|
|Edition||Third / 28|
|Publication status||Published - 2012|