We must show evidence of this for revalidation.

The standards are based on Good Medical Practice

Most of us already have regular inter-disciplinary, in-house meetings. Perhaps you discuss Significant Events, Management of services within the practice, or develop clinical guidelines

The important thing now is to record these activities as part of your PDP

There is a template for you to record guideline development if you wish to use it

Clinical Guidelines have not been shown to have much influence on our practice. It is more likely to have an effect if we take specific guidelines and adapt then to our own practice

See resources below

12. Working with colleagues and working in teams
 

The excellent GP
- has effective systems for communication within the practice
- holds regular meetings with members of the practice team
- knows how to contact individual primary care team members outside meetings
- understands the health needs of the local population, and tries to ensure that the primary care team has the skills to meet those needs
- aims to develop an organisation which offers personal and professional development opportunities to its staff

The unacceptable GP
- does not meet members of the primary care team (e.g. district nurses or health visitors), or even know who they are
- does not know how to contact primary care team members
- does not know what skills team members have
- delegates tasks to other members of the team for which they do not have appropriate skills
- does not encourage staff to develop new skills and responsibilities.
- bullies or harasses his or her colleagues

Resources

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Articles and papers; team working

Chairing meetings BMJ 2002;325:S199 ( 14 December )

Do your colleagues understand you? BMJ 2002;324 117

How to negotiate effectively BMJ 2002;325:S43 ( 10 August )

Twelve strategies for effective communication and collaboration in medical teams Elizabeth Rider outlines 12 strategies to help avoid and resolve conflict

(1) Be respectful and professional

(2) Listen

(3) Try to understand the other person's viewpoint.

(4) Acknowledge the other person's thoughts and feelings.

(5) Be cooperative.

(6) Look for shared concerns.

(7) State your feelings.

(8) Don't take things personally.

(9) Learn to say, "I was wrong."

(10) Don't feel pressured to agree instantly.

(11) Think about possible solutions before meeting.

(12) Think of conflict resolution as a helical process.

Powerful partnerships BMJ 7107 Volume 315: Saturday 30 August 1997

Merry Graham and Judy Carney outline the approach of their consultancy, which facilitates sessions in practices with strained relationships

Websites

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Articles & Papers (guidelines)