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
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
Do your colleagues understand you? BMJ 2002;324 117
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.
Merry Graham and Judy Carney outline the approach of their consultancy, which facilitates sessions in practices with strained relationships
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