# data[].attributes.body
Sometimes there are barriers to successful teamwork. Social workers understand that even they are not immune from being human and having human emotions. When social workers are predisposed to specific social dynamics or feelings, sometimes they hesitate to participate in teams.
Some dynamics that can impact team participation can vary but the main involved the following:
Professional differences; social workers can have different perspectives on what the course of action should be due to varying disciplines so that they may have differences of opinion on the next course of action.
Another barrier is professional boundaries; social workers that serve within teams may have the same expertise; however, overlapping or responsibilities can occur. Nevertheless, to better serve clients and benefit the team, recognizing, discussing, and clarifying those overlapping jobs what role who is taking should help.
Sometimes we are faced with helplessness in the face of authority, mainly in a setting dominated by other professions. This may ripple into the social worker not contributing, speaking up, or actively contributing to the team. However, developing and confidence in their knowledge and skills and contributing to the team can help with the goal.
Finally, the myth of good intentions; social workers sometimes believe that being cooperative and having good intentions are sufficient for the team. However, teamwork depends on personal characteristics and knowledge, so refining these skills are essential for effective collaboration.
Working effectively with groups or teams requires a degree of self-awareness a sense of one’s dignity. Social workers are human and entitled to their feelings, allowing the team to recognize and understand their feelings, and all emotions are acceptable, but not all behavior is.

# data[].attributes.body
This article explains some of the challenges social workers face as part of a team and the six themes that emerge while collaborating in a group.

# data[].attributes.attachment_link.readable_text
The trend toward greater inclusion of interprofessional collaborative health care teams is increasing. Collaborative models bring together various health care providers- physicians, nurses, social workers, psychologists, pharmacists, dietitians, and others- to provide team-based care. Critical factors, such as communication, can improve or deter success in the collaborative setting, and social work has the historical experience in team-based care that allows it to bring a unique perspective to the health care setting.

In a of the journal , published by , Wayne Ambrose-Miller, PhD, and Rachelle Ashcroft, PhD, published a study of social worker's experiences in interprofessional collaboration. The study was conducted as a "focus group" made up of 11 attendees at a joint conference of the Canadian Association of Social Workers and the Canadian Association for Social Work Education in 2014. From the data gathered from the discussion, six main themes emerged: 1) collaborative culture, 2) self-identity, 3) role clarification, 4) decision making, 5) power dynamics, and 6) communication.

Collaborative Culture

The group participants emphasized that a culture of collaboration is important for the success of collaborative teams, and leadership and nurturance help foster that culture.

Collaboration starts with an awareness of one's own individual contributions as a social worker. Participants indicated that social workers have to proactively carve out their role within health settings in a way that is self-directed. Social work's role fluidity was identified as an asset because it helps fill in service gaps and address clinical complexity. Participants indicated that social worker's role as client advocate can create tension between the worker and the rest of the collaborative team.

Role clarification and having an awareness of one's interprofessional colleagues were described as important to collaboration. Awareness of others was described in three ways: (1) interprofessional educational opportunities, (2) educating colleagues, and (3) the influence of colocation. Participants emphasized the importance of various professions learning from each other and valued some of the opportunities for collaborative learning provided at the university level. However, participants indicated that opportunities that exist for formal interprofessional learning are sparse.

Educating colleagues occurred in various formal and informal manners. Participants emphasized the importance of educating through demonstrating. Participants also described how educating colleagues could also occur at the broader macro level. For example, one participant recommended that social work's professional bodies engage with medical professional bodies so as to help dynamics that occur within clinical collaborative settings. Colocation (i.e., working together in the same physical space) with other interprofessional colleagues was considered important for social work. Participants indicated that colocation was an important means for physicians and nurses to learn about social work in daily encounters.

Decision-making processes were identified as important for collaboration. Ultimately, participants advocated for a collaborative method of decision making. Decision-making processes were identified as a barrier when differences emerged across professions as to the decision-making process and outcomes that participants experienced.

Participants spent a great deal of time talking about the importance of communication in collaboration. Effective communication was described as necessary for interprofessional collaboration, whereby poor communication was considered a barrier to collaboration. Participants spoke about various forms of communication that were an asset to collaboration. For example, communicating through one's action was one way that the various team members could learn about one another's roles. Participants described documenting in client charts as a vehicle to demonstrate one's own contributions to the collaborative. However, several participants described the use of electronic medical records (EMR) for charting as problematic for collaborative communication. Participants described that other team members did not read social work-specific chart entries in the EMR and felt that the EMR itself eroded the potential for reciprocal communication.

Power inequities and dynamics emerged in the data as a barrier to collaboration. Power inequities affected social work's voice and contributions. Participants mentioned that physicians often assume greater power in the collaborative team environment, and will talk over social workers and other team members. Power inequities were considered particularly problematic for collaborative care when acted out through the actions and behaviors of colleagues. Because of existing power inequities, participants believed that social work had to be even more diligent with demonstrating worth to the collaborative team.
***
Social workers in this study have found collaborative care to involve both challenges and rewards. Challenges arise when social workers take part in interprofessional teams without a clear understanding of their role and the roles of their interprofessional colleagues. Social workers have also identified how power differentials have been exposed when opportunities arise for team decision making. There remains a need for clarity in the roles of social workers on interprofessional teams while still maintaining a sense of flexibility to look at team-specific needs. Social workers who have a strong sense of what social work can provide to the team have the ability to communicate that vision in the work that they do. To maintain the profession's integrity and traditional values such as advocacy for one's client, however, it is necessary to have a firm grasp on the unique perspective that social workers often brought to the team.

# data[].attributes.attachment_link.title
Challenges faced by social workers as members of interprofessional collaborative health care teams

# data[].attributes.attachment_link.description
The trend toward greater inclusion of interprofessional collaborative health care teams is increasing. Collaborative models bring together various health care providers- physicians, nurses, social workers, psychologists, pharmacists, dietitians, and others- to provide team-based care.

# data[].attributes.body
"A team is a group of two or more people gathered together to work collaboratively and interdependently in pursuit of a designated purpose"
"First, a team may consist solely of social work practitioners from the same agency."
"A second type of team is also one composed solely of social workers, but they come from a variety of agencies within the community. "
"A third type of team involves professionals from a variety of disciplines within the same agency. "
"A fourth type of team also includes a variety of professionals, but they come from different agencies"
"A fifth type of team involves social work practitioners working together with in-digenous helpers or paraprofessionals within the parameters of the same agency"
"The final type of team also involves social work practitioners working with in-digenous workers or paraprofessionals, but who come from outside the agency’s pa-rameters."

# data[].attributes.attachment_link.title
Social workers, police officers team up to help opioid overdose survivors

# data[].attributes.body
This video goes over the importance of having clinical team meetings and the benefits that it produces for both the patient, and the care workers.

# data[].attributes.body
This article explains how the quality of a patients care and experience is improved when their health care professionals are able to work together as teams in order to deliver the best care possible.

# data[].attributes.headline
Groups to Meet Client Needs: (6) Treatment Group

# data[].attributes.subject
Groups to Meet Client Needs: (6) Treatment Group

# data[].attributes.body
Helps individuals solve personal problems, change unwanted behaviors, cope with stress and improve group members quality of life.

# data[].attributes.headline
Groups to Meet to Clients Needs: 6 (1) Therapy Group

# data[].attributes.subject
Groups to Meet to Clients Needs: 6 (1) Therapy Group

# data[].attributes.body
Helps members with serious psychological and emotional problems change their behavior.

# data[].attributes.attachment_link.description
Meet with one of our experienced clinicians for group therapy services.

# data[].attributes.body
This article describes that effective weekly meetings can help physicians stay up to date with their staff.

# data[].attributes.attachment_link.readable_text
Physicians and their teams can save time by working together to improve their work flows. Learn easy ways to implement regularly scheduled team meetings to increase communication within your care team and work like a well-oiled machine.

Physicians and their practice teams may recognize that they aren't working efficiently and that there may be a better way to organize their work, but they need the time and focus to fix processes.

Fortunately, regularly scheduled meetings can help. They provide a forum to solve problems and develop stronger bonds between team members, both of which ultimately result in better patient care. A free online module in the AMA's STEPS Forward collection provides step‑by‑step solutions to implement and conduct successful team meetings in your practice.

Many more details on this process can be found in the module, including stories from real-life physicians. The module also includes information about how to get support for implementation, and it offers continuing medical education credit. More than 25 modules are expected to be available in the AMA's STEPS Forward collection by the end of the year.

# data[].attributes.attachment_link.title
How to make your practice run smoothly with effective team meetings

# data[].attributes.attachment_link.description
Physicians and their teams can save time by working together to improve their work flows. Learn easy ways to implement regularly scheduled team meetings to increase communication within your care team and work like a well-oiled machine.

# data[].attributes.headline
Groups to Meet Client Needs: Virtual Teams

# data[].attributes.subject
Groups to Meet Client Needs: Virtual Teams

# data[].attributes.attachment_link.readable_text
As executive director of Disability Rights Tennessee, social worker Lisa Primm manages lawyers and relies on information from researchers, analysts, community leaders and other social workers to do her job.

"There's no way that I could do this job in a vacuum," Primm said. "I rely constantly on others who are in other professions, who have other types of knowledge in order to inform the work that I do."

The ability to work on a team and collaborate effectively is a necessary skill to succeed in the field of social work. Whether they are working at a macro level to pass legislation to improve public health or providing direct client care, social workers at all levels often find themselves collaborating with different stakeholders.

Those stakeholders can include:

What Are the Benefits of Collaboration in Social Work?

For social workers, there are a number of advantages to working collaboratively:

Why Is Collaboration Important?

As Primm explained, social workers often can't solve problems alone.

Take, for example, the delivery of health care. While a more traditional model may have been physician-centered, practitioners in the field are increasingly recognizing the need for interprofessional collaborators to perform different functions to improve a client's health. A physician may be better equipped to provide treatment for a client, but a social worker plays an important role serving as an advocate for the client and bringing attention to social justice issues that may be overlooked by others on the team.

With the help of a team, social workers can take a more holistic approach to solving problems for clients. Indeed, many social workers believe teamwork results in the best outcomes for clients.

Who Do Social Workers Collaborate With?

Social workers have many specialties and collaborate with a host of professionals.

Many in the field also benefit from professional collaborations and affiliations that allow them to interact with their peers. They find support from organizations such as the American Council for School Social Work, Association of Oncology Social Work, Clinical Social Work Association, National Association of Social Workers, School Social Work Association of America, Rural Social Work Caucus, Society for Social Work Leadership in Health Care and the International Federation of Social Workers.

Why Are Collaborative Partners Important?

While social workers play important roles connecting clients to appropriate resources to address challenges in their lives, they are still limited in their perspective. There are likely many people in a client's life who have pertinent information about their circumstances that will help a social worker deliver the services needed.

For example, child welfare social workers are charged with keeping children safe (PDF, 144 KB). They often make life-changing decisions informed by family history, behavioral concerns and environmental conditions. To do so, they may need to engage other family members, teachers and local authorities who can help them determine what is going on in a home.

"There's so much going on behind the scenes before you even see a child being taken from a home," said Cornell Davis III, a child welfare social worker in Pennsylvania.

The collaboration does not end there. If it is determined that a home situation is dangerous, social workers need to provide the resources to ensure that a child moves to a safe situation. That can require working with local agencies to find temporary housing or reuniting the child with a parent who may need help finding a stable job or housing.

Cooperation and collaboration aren't just recommended for social workers; they are, in many cases, a routine part of the job.

What Is Interdisciplinary Collaboration?

Interdisciplinary collaboration is also an important aspect of social work. This occurs when a team of specialists from different helping disciplines, such as psychiatry, psychology, counseling, medicine and public health, join the social worker to provide services to a client. Specialists may have the authority to perform tasks outside the social worker's qualifications.

Why Is Interdisciplinary Collaboration Important?

Social workers perform a variety of functions; some serve as advocates, while others are licensed to provide mental health treatment. However, there are specialists in other helping disciplines who have the authority to perform tasks beyond the social worker's qualifications that are necessary to improve outcomes for clients.

A physician may be able to provide medical treatment for a client, but that client and their family may still struggle with the financial costs related to treatment. Social workers can advocate for families, inform them of their options and connect them to financial assistance.

Ultimately, the client needs both perspectives to receive the care to address their challenges.

"Interdisciplinary collaborations are important because systems and people are vast and complex, so it's almost arrogant to think that you can see everything that your client needs from just your perspective," Davis said.

What Are the Challenges of Interdisciplinary Collaboration?

Because their training and education varies, each partner in an interdisciplinary collaboration may have different approaches and expectations, which can lead to a number of challenges, including:

How Social Workers Can Facilitate Collaboration

When social work collaboration produces positive results for the client, everyone wins.

Here are some ways to improve social work collaboration, adapted from the experts interviewed and National Association of Social Work's guide to making interdisciplinary collaboration work (PDF, 517 KB):
Create guidelines for how to work together. Understand what the other disciplines can contribute. Be transparent. Be fair. Maintain collegial rapport.
"We have to be able to work together to do better work and do greater work," said Davis, "but we have to be humble enough to say, 'Hey, somebody else might have a better perspective than I do.'"
More resources:

# data[].attributes.attachment_link.description
As executive director of Disability Rights Tennessee, social worker Lisa Primm manages lawyers and relies on information from researchers, analysts, community leaders and other social workers to do her job. "There's no way that I could do this job in a vacuum," Primm said.

# data[].attributes.headline
Groups to Meet Client Needs: Virtual Teams 

# data[].attributes.subject
Groups to Meet Client Needs: Virtual Teams 

# data[].attributes.body
A virtual team consists of a small group of people across several organizations or locations who collaborate electronically. In today’s society, virtual teams are becoming the norm.  In a macro environment, virtual teams are beneficial because  they allow from a number of individuals to collaborate in addressing and meeting client needs regardless of physical location. For example, large agencies in the macro social  work environment like a non-profit agency working with to fund services for many individuals in need can do so by connecting with the group of individuals through video or phone calls, emails, and other forms of technology to achieve a common goal. With virtual team work some more difficulties can arise due to the individuals not being in contact face- to face, for example lack of cohesion, isolation or relationship building struggles. It is very important to have strong and effective communication among all teams, especially virtual teams, since there is no in person contact.

# data[].attributes.headline
Groups to Meet Client Needs: Virtual Teams

# data[].attributes.subject
Groups to Meet Client Needs: Virtual Teams

# data[].attributes.body
This article explains that especially now, during a global pandemic, many social workers are adjusting to working remotely and virtually in delivering their services to clients. There are many advantages to virtual practice like no need for traveling, efficient and more available. Even though there are some reservations to virtual practice or virtual teams, it is a new norm that individuals should embrace and seek to increase competence in while adhering to ethical standards.

# data[].attributes.attachment_link.readable_text
Virtuous Virtual Social Work
By Frederic G. Reamer, PhD
May 2020

The social work careers all of us planned on no longer exist, at least for now. COVID-19 has made sure of that. Hospice social workers communicate with patients and their loved ones on smartphones. School social workers and students connect with each other on their respective laptops and tablets. Social workers in independent practice are scrambling to learn the art of video counseling. Agency administrators are convening staff meetings on cloud-based platforms.

Virtual social work is here. Some social workers embrace opportunities to deliver services to clients remotely. Even before the onset of the coronavirus, growing numbers of practitioners converted all or segments of their practice to online and digital delivery. Many social workers appreciate their ability to enhance clients' access to services using electronic tools. They believe that distance counseling services offer a number of compelling advantages. During national health crises that limit clients' and practitioners' mobility, social workers can use technology to serve clients without risking contagion. Also, some individuals who want social services live in remote geographic areas and would have great difficulty traveling to a social worker's office.

Additionally, clients with physical disabilities can use distance counseling options without enduring the logistical challenges and discomfort involved in arranging transportation and traveling significant distances. Individuals with overwhelming anxiety can access help from home that they might not seek otherwise. People who are profoundly concerned about protecting their privacy can receive counseling without risking exposure in a social worker's waiting room. The around-the-clock availability of services, given the options people have to connect remotely with a social worker somewhere in the world almost immediately any time of day or night, either online or by smartphone, also enhances practitioners' ability to help people in crisis.

At the same time, many seasoned social workers have serious reservations about these options that facilitate remote delivery of services. These practitioners worry that the expanding use of digital and other distance service-delivery options dilutes the meaning of therapeutic relationship and alliance that requires in-person contact. They believe that services provided remotely greatly increase the likelihood that social workers will miss important clinical cues-for example, tears welling up in a client's eyes, joyful facial expressions, or a client's grimace or squirm in response to the social worker's probing question or comment.

Putting Virtue in Virtual Social Work
The word virtue is linked to the Latin virtutem, which refers to moral perfection, moral strength, and high character. To be virtuous is to have high moral standards. And that's exactly what social workers must pursue as they move at a rapid pace toward the use of virtual tools to help people in need.

In recent years, the social work profession has made great strides in its attempt to create sound, unprecedented ethical standards guiding practitioners' use of a wide range of technological tools to serve clients virtually. These are reflected in the recently updated NASW Code of Ethics and new technology standards adopted jointly by the NASW, Association of Social Work Boards, Council on Social Work Education, and Clinical Social Work Association. Key concepts concern longstanding social work values related to informed consent, privacy and confidentiality, boundaries and dual relationships, and practitioner competence.

Informed Consent
The advent of distance counseling and other remote social services delivered electronically has enhanced social workers' ethical duty to ensure that clients fully understand the nature of these services and their potential benefits and risks. Obtaining clients' truly informed consent can be especially difficult when social workers never meet clients in person nor have the opportunity to speak with clients about informed consent.

To protect clients when providing services virtually, social workers must adhere to widely accepted informed consent standards. First, coercion and undue influence must not have played a role in the client's decision; practitioners must ensure that clients do not feel pressured to grant consent to services provided remotely. Second, a client must be mentally capable of providing consent to the receipt of services remotely. Social workers should assess clients' ability to reason and make informed choices, comprehend relevant facts and retain this information, appreciate current circumstances, and communicate their wishes.

Third, consent forms and procedures must be valid. Typical elements include details of the nature and purpose of a service; advantages and disadvantages of an intervention; substantial or possible risks to clients, if any (including risks uniquely associated with online and distance social work services); alternatives to the proposed use of technology to deliver services; and anticipated costs for clients. All of this information should be presented to clients in clear, understandable language and in a manner that encourages clients to ask questions for clarification. Fourth, a client must have the right to refuse or withdraw consent. Social workers should be prepared for the possibility that clients will exercise these rights, particularly with respect to the delivery of online and distance social work services.

Privacy and Confidentiality
The rapid emergence of online and digital technology used by social workers to deliver services has added a new layer of challenging privacy and confidentiality issues to those practitioners ordinarily consider. Social workers must ensure that they are using state-of-the-art encryption in order to protect clients. Also, social workers who offer video counseling services must recognize that they have much less control over confidentiality than when they provide traditional office-based services. For example, a client receiving video counseling services may invite a family member or acquaintance to sit in on a session-outside of camera range-without the social worker's knowledge or consent.

Boundaries and Dual Relationships
Social workers' use of technology to serve clients has created novel boundary issues. For example, many social workers receive requests from current and former clients asking to be social networking "friends." Electronic contact with clients and former clients on social networking sites can lead to boundary confusion. Electronic message exchanges between social workers and clients that occur outside of normal business hours, especially if the social worker uses a personal social networking site or e-mail address, may confuse practitioner-client boundaries. Social workers who choose not to accept a client's "friend" request on a social networking site to maintain clear boundaries may inadvertently cause the client to feel a deep sense of rejection. Social workers should anticipate this possibility and explain to clients how they handle clients' Facebook requests.

Also, clients who are able to access social workers' publicly available social networking sites may learn a great deal of personal information about their social worker (such as information about the social worker's personal and family relationships, social and religious activities, and political views); this may introduce complex boundary challenges in the practitioner-client relationship. Also, clients' postings on their own social networking sites may lead to inadvertent or harmful disclosure of private and confidential details-for example, sensitive information shared by others in group therapy sessions.

Practitioner Competence
To practice ethically, social workers who use digital and other technology must seek training and continuing education focused explicitly on the use of technology to deliver services, including developing protocols for screening potential clients, obtaining clients' informed consent, assessing clients' clinical needs, maintaining confidentiality, implementing distance interventions and services, maintaining clear boundaries, managing documentation and electronic records, and terminating services. Such knowledge and skills include knowing how to communicate effectively while using the technology to provide social work services; handle emergency situations from a remote location; apply the laws of both the social worker's and client's locations; be sensitive to the client's culture, including the client's cultural community and linguistic, social, and economic environment; attend to clients' unique needs and challenges; ensure that the technology is in working order to provide effective services and avoid disruption; keep abreast of the changing landscape of technology; and adapt accordingly.

Social workers have always grasped the importance of virtue as a core element of professional practice. The burgeoning of technological innovations, including the delivery of online and distance services, has added to the challenges of contemporary social work practice. Understanding and adhering to the profession's time-tested values and ethical standards is one sure way to ensure that virtual social work is virtuous.
- Frederic G. Reamer, PhD, is a professor in the graduate program of the School of Social Work at Rhode Island College. He is the author of many books and articles, and his research has addressed mental health, health care, criminal justice, and professional ethics.

# data[].attributes.attachment_link.description
Virtuous Virtual Social Work By Frederic G. Reamer, PhD May 2020 The social work careers all of us planned on no longer exist, at least for now. COVID-19 has made sure of that. Hospice social workers communicate with patients and their loved ones on smartphones.

# data[].attributes.headline
Groups to Meet Client Needs: Virtual Teams 

# data[].attributes.subject
Groups to Meet Client Needs: Virtual Teams 

# data[].attributes.body
This article describes the importance, benefits and creation of training programs for employees to hones their skills.

# data[].attributes.attachment_link.title
Importance of Training and Development for Employees

# data[].attributes.attachment_link.description
Employee training and development can help a company enhance employee performance and productivity. Explore the importance of training and development.

# data[].attributes.body
This article explains the importance of sensitivity training for workplaces.

# data[].attributes.attachment_link.provider_name
theJub | Job Search & Career Advice for Millennials

# data[].attributes.attachment_link.readable_text
The bulk of sensitivity training involves taking time to self-reflect, examining your beliefs, feelings and values, and then realizing how they might affect how you relate with other team members in the workplace.

It should be noted that the delivery of sensitivity training is of critical importance for the training to be successful. If delivered poorly, it can have a negative impact on the culture of your organization.
Here are a few tips to successfully bring sensitivity training to your workplace.
Consider Hiring a Sensitivity Training Expert

An expert comes into a new environment without any implicit biases, and is at liberty to discuss uncomfortable subjects that no one wants to talk about.

Professionals can also craft training that works for your specific company.

Additionally, it shows that your business cares enough about inclusion and diversity that you're willing to invest in it.

Treat Each Employee as an Individual

Let employees know and value each other on an individual basis/merit instead of making assumptions based on their backgrounds.

A good way to do this is to encourage and incorporate a diverse range of talents in efforts to achieve organizational goals.

Prioritize Communication

Are there groups that feel like they are outsiders?

Create an environment that allows people to feel comfortable to air their concerns knowing these concerns will be taken seriously.

You'll be surprised at what you could learn when you allow employees to be candid.

Provide Opportunities for Self-Reflection

To further promote sensitivity in the workplace, offer scenarios that prompt employees to think about what they would do if a similar situation occurred.

This self reflection is important for self awareness which allows us to look neutrally at our thoughts, feelings, emotions, and actions.

Extend Learning Beyond Training

This could include creating a series of posters, newsletters, and emails that display messages encouraging workplace sensitivity.

Your company's handbook can also dedicate an entire section to the organization's zero tolerance policy for any form of discrimination.

# data[].attributes.attachment_link.title
How to Implement Sensitivity Training in the Workplace (and Why it Matters)

# data[].attributes.attachment_link.description
The bulk of sensitivity training involves taking time to self-reflect, examining your beliefs, feelings and values, and then realizing how they might affect how you relate with other team members in the workplace. It should be noted that the delivery of sensitivity training is of critical importance for the training to be successful.

# data[].attributes.body
A treatment conference consists of a group of different health care professionals, staff, and also other agency representatives that come together in order to come up with treatments plans and course of actions on behalf of a mutual client. These conferences are held in order to be able to coordinate service and treatment plans, gather information, communicate thoughts and ideas, and continue the monitoring of patients. While these conferences are typically held by care professionals and representatives, it is also important that whenever possible, the patients and their families are involved as well. This article goes over the importance of including said patients and the benefits, such as new insights and recommendations, that they can provide to their own care.

# data[].attributes.attachment_link.readable_text
Patient involvement in medical care and research has gained momentum in recent years -- partly because the community has been requesting a more active role, but also because patient participation has proven to positively affect treatment outcomes. The following information on patient involvement in the planning and execution of medical meetings is excerpted from the AIM Group International white paper Why and How to Involve Patients in Scientific Congress by Francesca Manzani.

Many medical meetings and trainings traditionally have focused solely on the Health-Care Professional (HCP) perspective, with little attention placed on the patient point of view or input. At medical events, virtual patients, simulated patients, mannequins and, in some cases, real patients, have only been involved in (passively) facilitating HCP learning. But the dynamic is changing. It has become more accepted that providing these patients with a more active role in the meeting can change mindsets and open the door for enriched learning opportunities.

The role a patient might play in conference planning can vary greatly depending on the meeting's purpose, the association conducting the meeting and on the medical specialty at the core of the conference. When considering including patients outside of the health-care professional realm in the planning process and agenda-setting, it is necessary to assess the various stakeholders needs and desired objectives to better make a collaborative decision.

Note that including patients must be done so thoughtfully and in compliance with regulations and ethical standards, all specific to the industry, medical field, country, region and relevant regulatory authorities and associations. Be especially careful with respect to sponsored content and advertising to patients in any way, as this is typically not permitted. National conferences must comply with domestic regulations, and international gatherings must follow both the rules of the host country and international regulations.

The Patient Role in a Medical Congress

Patients and attendees can play various role in the creation and carrying-out of a medical meeting. Photo Credit: AIM Group International

Once a decision has been made to strategically involve patients in a medical conference, it is up to the planner to decide how to get them involved. Following, we look at a few potential roles and advantages of doing so.

* Event design: Patients can contribute a new perspective when developing scientific content within event programs. They can help identify core conference themes, purposeful speakers and can advise on the types of activities or workshops they feel are most relevant to their needs.

* Additional perspective: Patients can be engaged as active audience participants and/or as patient-experts for interactive panels, workshops or even educational programs for health-care team members. Patients might also contribute as speakers, adding a new voice to an otherwise industry- and HCP-driven discussion.

* Logistics: It's important to take care of the physical and medical needs of patients at the event venue. Patients can be invited to provide advice on the various aspects of the meeting, accommodation options, venues, locations and also cost implications to ensure that they reflect the needs of attendees. They might also be consulted on additional facilities that might be necessary, such as an infirmary, rest space, elevators for wheelchairs, an emergency room and so forth.

The Win-Win Effect of Patient Participation

Planners and professionals can benefit greatly from involving patients in a medical conference. Photo Credit: AIM Group International

Various studies have demonstrated the positive effect on patient involvement, showing that the benefits strongly surpass any risks and associated costs for accommodating such a group of attendees. The win-win collaboration between health-care professionals and patients at a medical congresses can provide major benefits, including the following.

Personal Experience Perspective

Patients can contribute their personal experience with respect to dealing, working and collaborating with professionals in the field. They might express the issues that matter to them and ask essential questions that lead to engaging conversations.

This type of feedback and insight is crucial to understanding how effective medical treatments and solutions are and how they can be improved. Integrating patients into conferences can contribute to a change in the culture and lead to a more patient-centric approach in research and development.

Knowledge-Sharing

By attending professional medical conferences, patients can be updated on the most recent research in clinical treatments, which could have a direct benefit on their health. Being involved in the discussion can also contribute to their psychological well-being, helping them to feel less alone, more respected and listened to. The new perspective might lead to conversations and industry-wide advancements that would otherwise be overlooked.

Collaborative Relationships

Participating in conferences can help patients establish better collaborative relationships with physicians and health-care professionals, and better understand their perspectives, difficulties and challenges. Patient involvement can help health-care professionals in understanding how to communicate effectively with patients and how to motivate them to take responsibility for their own care. Bringing together all stakeholders will develop mutual trust, leading to long-term benefits for all involved.

Media Attention

Patients and their families are social hubs. Simply through word-of-mouth, they contribute to a rise in awareness and a captivation of media attention due to the human-nature aspect of their stories and experiences. These cases are more impactful and attractive than the press releases disseminated during scientific conferences. The increased visibility will benefit the overall organization and will ultimately have a positive impact on the scientific association.

Patients active on social media are also able to function as hubs of information that can disseminate important findings to the broader community, beyond medical professionals. In fact, several studies show a significantly higher number of social media posts when patients are in attendance, which contributes to higher quality and quantity of discussion on social media.

Note, too, that patient associations are growing. Tapping such associations for representatives is key, not only in attracting media attention but in maximizing word of mouth and significantly expanding the reach of the event.

Access the entirety of this white paper and other resources on the AIM Group International website.

Francesca Manzani, business manager, head of Florence office, congress division, AIM Group International

Francesca Manzani, business manager and head of the Florence office, congress division, for AIM Group International, has been working in the meetings industry since 1995. She founded the Italian chapter of the International Congress and Convention Association in 2006 and served as an ICCA board member from 2010 to 2016. In 2009, Manzani hosted the ICCA Congress in Florence, Italy, as co-chair of the local host committee. She is also an active speaker at international events and workshops.

# data[].attributes.attachment_link.title
The Importance of Including Patients in Medical Meetings

# data[].attributes.attachment_link.description
Patient involvement in medical care and research has gained momentum in recent years -- partly because the community has been requesting a more active role, but also because patient participation has proven to positively affect treatment outcomes.

# data[].attributes.headline
Groups to Meet Clients Needs: 6 (2) Support Group

# data[].attributes.subject
Groups to Meet Clients Needs: 6 (2) Support Group

# data[].attributes.body
Consists of participants with common issues or problems who meet on ongoing basis to cope with stress, give others suggestions, provide encouragement, convey information and furnish emotional support.

# data[].attributes.body
This article describes how to train new employees in order to get them oriented to the workplace.

# data[].attributes.attachment_link.readable_text
A common mistake many businesses make is not properly training new employees - they believe learning on the job is sufficient, however this usually leads to high stress and negativity towards the company. In fact, 20% of US workers leave their job within 45 days.

It takes multiple resources to train new employees but the benefits are significant, including increased engagement, productivity, morale and low staff turnover. Essentially, the long term success of a company depends on effectively training of new employees.

Before they start

Before a new employee starts, here are some steps you can take to help them settle into their role:

Send a welcome pack

Send new employees a starter pack containing practical information for their first day, such as where to park and what to wear.

Decide on the training content

You need to decide what new employees need to know for their job, so think about each of their responsibilities and break these down into a series of steps. Check with an employee, who is in a different role to the new starter, that it makes sense and is manageable.

It's important to ensure that the training is specific to the new employee's job, for example, you wouldn't make an administrator go through exactly the same training as a software developer. Doing this will make the training content more relatable and employees are less likely to disengage.

List the supplies, workspace and materials needed for each task - this also includes time as you cannot expect existing employees to fit training into an already full schedule.

Recognise differences in skill levels

Take into consideration every new employee's experience and knowledge. Use this information to prevent wasting time training someone in tasks they are already proficient in - spend the time on people that need it.

Assign a good trainer

Training duties are often assigned to staff that have free time or sit closest to the new employee. However, you should instead choose an experienced employee who has strong communication skills and carries out similar work to the new starter.

It may also be a good idea to get different staff members to act as trainers for different activities/topics.

Assign a mentor

If you are unable to assist the new employee freely then consider pairing the new starter with a mentor which they can approach if they have questions or need help.

Create an induction timetable

Provide new employees with an induction timetable and tailor this to suit them, for example, a schedule for an employee straight out of university will look very different to a schedule for an employee who has worked in the industry for 20 years.

Schedule time for team interaction

New staff must integrate with the rest of the team as it fosters a sense of belonging so ensure you allocate time in their training schedule for this.

When you speak to the new starter provide them with lots of notice about upcoming team events and explain beforehand how they can participate. Suggest a team lunch with your department, perhaps on the new starter's second week.

Lunchtime

Ensure that new employees have someone to each lunch with, at least for the first day. Speak with your employees/colleagues to coordinate this.

Make a list of important company resources

These differ between industries but can consist of annual reports, marketing materials, presentations etc. Ensure that you allocate time to showing new starters how they access this information e.g. on the shared drive or intranet etc. Make it clear that they don't need to read these documents but they may find them helpful.

Make connections

It can be overwhelming to remember colleagues' names and job roles when you're new. Consider putting together a company hierarchy, with background information, such as their name, job role, interests outside of work and a photograph. The new starter will feel more comfortable as it makes the team seem more human.

Training manual

Create a training manual that new employees can refer to. Ensure the manual follows a logical order and break down topics into smaller chunks. Also include the new employees' job descriptions and performance expectations, with a performance rubric so they understand how they're being assessed.

When they start

Provide an overview

Give new employees a copy of the schedule and all of the other relevant documents. Tell them about the business, the team, how the business works including its aims and future plans. Provide an overview of their job and then start filling in the details a little at a time through training.

Send a welcome email

Send a welcome email to the whole team to introduce them.

Break the ice

If you are training a group of new employees get them to feel more comfortable with each other by using an icebreaking activity.

Provide a tour

New employees won't know where anything is so one of the first things you need to do is show them around so they can become familiarised with the work environment. Speak to the team and create a list of the important places, this will include: bathrooms, supply closets, printing stations, the coffee machine and the break room.

Also introduce them to staff as you work your way through.

Set realistic goals

Set specific goals with new employees and ensure they are realistic and achievable. Do this by looking at their experience and skill level or you risk setting them up for a failure.

Make them practically apply information

Employees should practically apply their training soon after being taught it because this helps consolidate the information and it shows you whether there are any areas that need improvement.

Train employees when they need it

Avoid giving new employees training for something they will only need after a few months, as too much information can be overwhelming and lower performance on tasks they will face initially.

Provide feedback

Feedback is vital to any learning process and it's better to provide feedback as soon as possible before bad habits are formed. So point out if the new employee has done something wrong or they'll continue making that mistake.

Try to soften the criticism so you don't reduce their confidence, for example, you might say "I've made that mistake before..." or "It would be easier for you if you did it this way..."

Create a positive learning environment

New employees should be immersed in a positive training environment so their confidence increases. Trainers should be relaxed and explain the reasons for exercises and lessons - if the training purpose is ambiguous the trainees will not understand why the information is relevant so ensure that you show how information is connected to their job and the company's goals.

Ensure that new employees do not feel overly stressed. It helps to be patient and allow mistakes - new employees should not be afraid to make mistakes so make it clear that they probably won't get everything right the first time because this way they won't be too afraid to try at least. Negativity only slows down learning.

Train culture too

Companies typically teach employees lots of mandatory training when they first join which is boring and usually not very memorable. New employees need to connect to the company and a great way of doing this is learning the company culture. This is because culture connects people with the company's mission and helps them align their thinking to the company's purpose.

For example, part of your company's culture may be providing the best customer service so ensure you highlight this and show how this appears in the workday.

Set the pace according to the employee

Everyone learns at a different pace so try not to move onto something new until the employee is ready. If you do move too quickly the employee may not be able to meet the demands and feel demotivated so ensure that you check-in with the employee and ask them if the training is too fast or too slow.

Longer training periods may require more resources in the short-term but they are better for your company in the long-term.

Be generous with praise

New starters' confidence must be built-up so praise their specific efforts or achievements. Also, recognising employees publicly for their contributions and successes is a great way of:

Building trust quickly

Increasing confidence

Increasing enthusiasm and motivation

Employees will feel that they are doing well and that you are proud of what they're doing. Employees want to know that their work helps make the company more successful so show that you appreciate their efforts.

Listen to their ideas

Listen to what new employees have to say as they can provide a fresh outlook on your company and they aren't caught up in business as usual yet. This also has the benefit of encouraging their creativity and showing them that they are valued.

Learning style

Find out what their preferred learning style is, for example, some people like learning visually whereas others prefer learning practically.

Vary training methods

You'll need to use a range of training methods, from online training to hands-on training, as people learn in different ways (as mentioned above) so a one size fits all method won't be effective.

Try to identify the best combination of methods to deliver the different topics, for example, for health and safety information you may want to provide reading material and then test the new starters with an online quiz.

Training methods for new employees

Classroom-style training/instructor led

This is the traditional training method and it's still used a lot - with 42% of training hours being allocated to this.

Usually the trainer delivers presentations so everyone receives the same information at the same time. There is some interaction and participants can ask questions but if there is a large group then interactivity is lowered.

When using this method lots of breaks and discussions are needed to prevent the audience from disengaging.

Interactive methods

This method is a development of the classroom style format by adding interactive elements and group activities, such as role-playing, group discussions, group presentations, quizzes etc.

This makes training more engaging but quieter employees can find this training stressful which can make it ineffective as they may not remember the information due to anxiety.

On-the-job training / hands-on training

The theory is skipped and the new employee goes straight into practical training. Typically the employee will be instructed by a trainer which means that success can depend on how good the trainer's experience is and how good they are at teaching.

It's a quicker process than a lot of other training methods and it improves retention as it's experiential learning. McCall, Lombardo and Eichinger's (1996) 70-20-10 model for learning and development shows how people learn best in the workplace. They found that:

10% of learning comes from formal educational events, such as, training courses.

20% of learning comes from interactions with other people through a range of activities, such as, mentoring, coaching, group learning etc. Support and feedback are the main benefits of this approach.

70% of learning comes from job-related experience. This type of learning allows you to find out: what skills you have, what skills need to be developed, make decisions, problem-solve and so in.

So most learning occurs through hands-on experience, however, some people find this overwhelming and some may feel quite anxious as their mistakes could have negative real world implications.

Cross training

Hands-on training may include cross training which consists of employees being trained in roles other than their own job role. This increases their personal development which is useful for them in the long-term and it also benefits the company in case staff cover is needed.

Online training

There are a variety of online courses catering to different preferences, for example, in some courses you may learn from tutorials, watching videos, reading, quizzes etc, in other courses you may be able to practice with somebody via a webcam. Location is not a limiting factor which means that high-quality training can be accessed wherever the company is based.

Online training is particularly good for "gamifying" training which can improve learning and engagement because people are motivated by points and a sense of achievement.

Virtual reality

VR enables employees to learn through practical experience as users are immersed in a world that simulates real-life. For a long time, experiential learning has been argued as the most effective way to learn and studies have shown that learning through experience increases the quality of learning and retention by 75-90%.

Through this type of learning users make the information more meaningful and relatable because they are applying the information in their own way through their responses and behaviour.

VR training is different to hands-on training because it's safe to make mistakes and learn from them. The cost of making a mistake in the virtual world is nothing compared to the cost of human error in reality. This is especially useful for employees that avoid experiential learning due to anxiety as they can develop their skills and increase their confidence in a safe space before applying this learning to real-life.

Lots of VR apps also provide modules where users can learn the theory before practically implementing this information in the virtual world.

Skype and screen sharing for distance training

If you have an employee in another location and you want them to teach your new employee then consider using Skype and screen sharing. This is really useful if the new employee is being trained on computer processes.

Be available

New employees always want to find someone they can ask questions to, it's natural for them to feel confused and frustrated when they're learning a lot at once so be available to them and encourage them to ask questions. If you're not free make it clear that they can go speak to their mentor as well.

Continue training beyond the first month

The first few months of employment are critical as employees are deciding how they feel about the job. Make sure that you follow-up these employees every couple of weeks. Some of the activities that should be conducted in the first few months include:

Setting goals and frequently revisiting them

Ongoing training

Check-in meetings

Ask for feedback

The training process should always be developed and improved. When new employees have completed their training gather their feedback, for example, was the training too fast or slow for them? What were the most useful parts? What would they change? etc.

After hiring someone, it's your responsibility to provide them with the training they need to perform at their best. Ensure that you take individual differences into consideration and after the official training period ends, continue to work on their learning and development.

# data[].attributes.attachment_link.description
A common mistake many businesses make is not properly training new employees - they believe learning on the job is sufficient, however this usually leads to high stress and negativity towards the company. In fact, 20% of US workers leave their job within 45 days.

# data[].attributes.headline
Groups to Meet to Clients Needs: 6 (3) Educational Group

# data[].attributes.subject
Groups to Meet to Clients Needs: 6 (3) Educational Group

# data[].attributes.body
Educational groups provide information to participants. Information maybe of virtually any kind.

# data[].attributes.headline
Groups to Meet Clients Needs 6 (4) Growth Group

# data[].attributes.subject
Groups to Meet Clients Needs 6 (4) Growth Group

# data[].attributes.body
Growth group is aimed at expanding self-awareness increasing potential, maximizing optimal health and well-being.

# data[].attributes.headline
Groups to Meet Clients Needs 6 (5) Socialization Group

# data[].attributes.subject
Groups to Meet Clients Needs 6 (5) Socialization Group

# data[].attributes.body
Helps participants improve interpersonal behavior, communication and social skills so that they might fit into their social environment.

# data[].attributes.attachment_link.description
Rehab and Retreat Senior Care Specialists LTD is a social skills training group that helps older adults requiring more support in social situations. Corinne Eckert Psych supports families and teachers working with children to help them succeed in building and developing

# data[].attributes.headline
Groups to Meet Clients Needs 6 (6) Self-Help Group

# data[].attributes.subject
Groups to Meet Clients Needs 6 (6) Self-Help Group

# data[].attributes.body
Self-help is most often led by their members who typically have experienced similar life changes.

# data[].attributes.attachment_link.readable_text
Self-help groups allow people to feed their natural tendency to seek acceptance, comfort, and understanding in a safe setting. People come together in the setting - whether face-to-face or Internet-based - to openly share common experiences and challenges, while offering mutual support (Online Mental Health Self-Help is Available and Effective).

Self-help support groups are inherently participatory and provide members with the opportunity to get help, give help, and help themselves through the sharing of knowledge and experience.

What is a Self-Help Group?

What is a self-help group? The simple answer is that the best self-help groups offer emotional support and practical help with a mental health challenge, experience, or concern shared by all the members.

"Friendship is born at the moment when one person says to another, 'What! You too? I thought I was the only one!'" ~C.S. Lewis

Self-help groups that are specifically for mental health are made up of peers with similar mental or emotional issues. Since these groups are typically peer-led and informal, mental health professionals consider them an adjunct to formal therapy. Also known as mutual help groups, the goal of these groups is to assist one another in coping with and, if possible, recovering from their mental and emotional challenges.

You can find a wide variety of types of self-help groups. Some simply consist of two or three people getting together for coffee, sharing experiences and strategies. Others consist of small groups meeting at community centers or large, formal organizations that offer support and mentoring. Regardless of the type of group, the self-help process includes three aspects:

1. Each person may contribute to the group

2. Each person decides what activities and advice will work for his or her individual needs

3. The group facilitates open and honest communication in a non-judgmental environment

These three characteristics create the setting in which mutual help and aid can occur among participants. If you join a group and feel like your contribution is discouraged, or if others react negatively to what you've shared, consider leaving and looking for another group.

The different types of self-help groups share three structural characteristics in that they are:

Usually peer led - Although some self-help groups have a professional or counselor as leader, most are peer-led. Individuals who participate as members take turns leading the meetings, but do not have authority in the group. Leading and sharing are not requirements. Members can simply listen and share, as they feel comfortable.

Open-ended - self-help groups have no attendance requirements. Although, regular attendance may be encouraged, people attend when they feel the need and their schedule permits.

Little or no participation cost - individuals may donate funds, if able, to cover costs of refreshments or the cost of meeting space. It's through these voluntary member donations that the groups sustain themselves.

Types of Self-Help Groups

The various types of self-help groups range from regular, informal meetings of two or three individuals to large, organized groups with a national presence. Some of the most common self-help group models include:

Twelve Step Groups - Alcoholics Anonymous (AA), founded in 1935, developed this popular type of self-help group. The 12 steps provide a guide for recovery from alcoholism, drug addiction, and a number of other addiction-like behaviors.

AA and the other 12 step programs modeled from it work from a spiritual basis that guides participants to turn their lives over to a "higher power," like God or other spiritual guides. Relinquishing control to a personal higher power is essential to recovery in these programs. Participants remain anonymous, only giving first names when sharing with the group.

Members must also admit powerlessness over their alcohol or drug addiction. Group members offer support and guidance to one another as they work through the 12 steps on the road to recovery. In addition, to help with alcoholism, other 12 step programs include Narcotics Anonymous (NA), Cocaine Anonymous (CA), Gambler's Anonymous (GA), and Overeaters Anonymous (OA), and more.

Online Groups - online support communities represent a growing trend in the self-help movement. These groups include chat rooms, forums, and closed social networks. One benefit of these is that they provide around-the-clock access to support. Occasionally, a professional moderates online groups, especially during certain planned discussions, but a great many are organized and run by peers. Check out the HealthyPlace Online Forum to see the wide variety of topics discussed there. The Internet offers a vast array of these online groups that address just about any mental illness or challenge you can think of.

Traditional Support Group - these support groups usually meet in a community meeting room or other public space. They address specific mental illnesses like bipolar disorder, anxiety, depression, personality disorders, and many more. You can also find groups that offer support to people living with a mentally ill loved one. Getting together with others who have experienced similar challenges and adversity can help ease the stress and feelings of isolation when you care for a mentally ill family member. Likewise, people with mental health issues can benefit greatly by socializing with others with the same illness. A traditional face-to-face support group offers a safe place to do so.

Benefits of Self-Help Groups

Those who participate in self-help groups are 50% less likely to be hospitalized due to their mental illness than people who simply go to therapy or other community programs that do not include self-help strategies. That amounts to an immense savings in medical costs alone.

Further, these programs provide a social support system for members, which is especially helpful for people with conditions that tend to isolate them. The mutual help aspect of self-help groups helps the person providing help as well as the person receiving it.

According to a study conducted in 1995 by the Center for the Study of Issues in Public Mental Health, self-help group participation increases self-esteem and gives a higher personal confidence of recovery. People who participate in these groups regularly have reduced symptoms and are more likely to return to work.

# data[].attributes.attachment_link.keywords[]
what is a self-help groupself-help groupsself-help support groupstypes of self-help groupsself-help groups definitionexamples of self-help groupsself-help group activitiesbenefits of self-help groups

# data[].attributes.attachment_link.title
What Is a Self-Help Group? Types, Examples, Benefits

# data[].attributes.attachment_link.description
Self-help groups allow people to feed their natural tendency to seek acceptance, comfort, and understanding in a safe setting. People come together in the setting - whether face-to-face or Internet-based - to openly share common experiences and challenges, while offering mutual support (Online Mental Health Self-Help is Available and Effective ).