Strategy Mental Model
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Consequences of integrating
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• “To be successful each participant must see benefit for him/her as well as the collective”
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• “Without willingness to accept and acknowledge the value of integration, it will be difficult to make progress”
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Appropriateness of selected strategy
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• “Need to include the concept of agreement with the goals, long-term vision and methods”
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• “Although there may be shared knowledge unless there is acceptance and commitment there will be challenges”
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Integrity of decision-making processes
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• “Decisions [must] have clear rationale that can be publicly defended”
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• “Important to have all views represented at the decision-making table”
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Readiness for change
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• “Add a concept about willingness to put energy into finding out, testing hypotheses, innovation”
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• “Include individual’s belief about their perceived freedom or ability to make change or execute integration activities”
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Relationships Mental Model
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Appropriateness of role structure
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• “It goes beyond knowledge to understanding, appreciation and agreement on the roles”
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• “Knowledge without buy-in is not sufficient”
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Identification with the integration initiative
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• “Each participant must have enthusiasm and investment in the initiative and must think beyond their current boundaries”
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• “Crucial to know why they are there: voluntarily or a directed (forced) integration?”
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Recognition of shared responsibility
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• “If the involved parties don’t recognize the need for specific organization engagement, the overall integration activity may not gain traction”
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• “More emphasis on interdependence, being more collaborative, recognizing that each brings expertise”
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Importance of client involvement |
• “The key issue is the integration of patient/family into interprofessional teamwork and this is dependent on changing current attitudes about practice and patient involvement”
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• “Most important players in planning and implementing integration are the persons and their families” |