Table 3.

Components of the draft programme and suggested adjustments.

Components of the draft programme	Description	Facilitators (+) and barriers (–) regarding the draft programme	Suggested adjustments
Team reflection framework	Periodic reflection offers teams the opportunity to share experiences and issues, and eventually improve functioning. The draft programme included the instruction to periodically reflect on team functioning during team meetings, based on the levels of communication as described within the TPCG model (content, procedures, interaction, personal, context). During reflection, the chairperson was supposed to ask stimulating questions, guide the evaluation and group analysis, to eventually draw conclusions and set learning objectives.	+ Awareness of own performance + Active role of the chairperson + Secure group climate – Socially desirable answers – Little input – Superficial reactions	Form Periodically scheduling in time for reflection
			Content Clear questions for reflection In-depth reflection Using the shared rules as starting point
Team instruction meeting	Kick-off meeting (1 hour) to inform and motivate all team members.	+ Informative + All team members involved – Too much information in a short time – Time-consuming	Form Add Instruction videos Manageable background information package
Chairperson training	Training course focused on organizing and structuring IPT meetings, monitoring the patient perspective and *guiding the team through development* (including managing team dynamics and group processes). As part of the training course, the programme also included two peer feedback sessions to learn from and with each other.	+ Structure + Focus on the patient + Attention to group processes and team dynamics + Time investment and workload + Cross-pollination: Learn from and about each other – Insufficiently context-specific – One session is insufficient – Lack of peer assessment in the workplace	Form Additional training session More variety in form Peer feedback and consultation Add on-the-job coaching
			Content More customizing training content More attention for reflection Emphasizing the core values (patient-centredness) Training chairpersons explicitly to adopt a directive style of leadership and act like a leader who anticipates group dynamics Train chairpersons to become change agents Add video material
Format for getting to know each other	As a first step to improve team functioning, the draft programme offers a format that facilitates getting to know each other as a team.	+ Positive team climate + Most of the team members know each other (by name, discipline) – Lack of knowledge of each other’s specialty and competences	Form Add a ‘face book’
			Content Have a round of introductions Gain insight into each other’s frame of reference by introducing everyone’s personal and organizational contexts
Format to discuss ground rules	A format with topics which can be used by the team to discuss and capture shared rules and agreements.	+ Shared rules lead to greater clarity and uniformity + Useful for new team members + Efficiency + Increases mutual respect – Time-consuming – Some concepts are confusing – Conflicting views among team members – Too many rules – Some participants show little interest, fail to see the benefit	Form Draft rules prepared by chairperson and discussed by the rest of the team Actively involving team members during development of the draft rules in the start-up phase Attractive design Chairperson’s role to ensure follow-up
			Content Simplified terminology
Format to structure interprofessional team meetings	The interprofessional meeting structure provides a framework comprising a three-phase structure (preparation, meeting itself, follow-up) that can support teams in conducting efficient meetings.	+ Clear and satisfactory meeting structure + Tight scheduling resulting in more efficiency and time being saved + Something to hold on to and structure the meeting – Risk of losing the strength of the old (less structured) approach	Content Possibility to introduce patient cases ad hoc
Overview of organizational roles (chairperson, secretary, introducer)	Overview of the tasks and responsibilities of four organizational roles that can be distinguished during IPT meetings. Roles include: chairperson, minutes secretary, presenter (of the patient’s case), and participant.	+ Clear expectations + Division of workload + Creates a sense of fellowship + Interplay between chairperson and secretary + Chairperson acts as driving force and leader + Raising awareness of contributor’s role – Double role as chairperson and presenter – Lack of directive leadership – Not everyone is playing a role or contributes to the meeting – Presenters experience difficulties in presenting patient cases	Form Permanent secretary
			Content Appointing and training a second chairperson Expectations of membership Adopting a directive style of leadership More time to practice presenting patient cases
Form for preparing the meeting	A form which can be used to support discussing the patients. This form should be completed by the person presenting the case, and sent to the other team members prior to the meeting. The form includes the following components: name and discipline of the presenter, reason for presenting the patient case, description of the patient’s situation, stating the problem. The form also includes a description of the patient’s functioning and goals in a variety of domains related to patient’s health status (somatic and cognitive), activities and participation, environment (physical and social), the way the patient self manages and the resulting care agreements.	+ Targeted preparation – Time consuming – Threshold to filling in for – Terminology – Unclear instructions – A lot of paperwork	Form Better accessible and user friendly Conveniently sized version
			Content Adjustment of terminology Simplify Possibility to introduce patient cases ad hoc
Six-step plan to discuss the patient in a patient-centred way	The plan contains six steps to discuss patient’s care plans in a patient-centred way. (1) Describing the patient’s situation, (2) goals and motivation, (3) analysis, (4) brainstorming on possible actions, (5) formulating concrete care agreements, (6) evaluation.	+ Patient-centredness – Inclined to skip steps – Too detailed – Unaware of the steps	Form Simplifying Conveniently sized version (placemat)
			Content Simplified