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Table 3 Most effective processes to support collaboration between FPs and other health sectors

From: Family physicians collaborating for health system integration: a scoping review

Factors

Enabling the processes of collaboration

Sources

1. Effective Communication

 Develop reciprocal communication

Primary care physicians and collaboration partners are engaged in purposeful conversation and deliver feedback to each other

[23, 24, 47, 48]

 Leverage appropriate communication tools and styles

Use various tools for effective communication, embrace various communication styles to fit for individual and group communication needs

[26, 27, 32, 33, 38, 42]

 Work towards continuous, consistent, open communication

Communication among partners is continuous, consistent, and open for transparency and sharing of information of patient’s care, and issues and problems

[24, 27, 29, 30, 33, 36, 38]

 Utilize in-person communication

Face-to-face meeting is effective for interpersonal communication; in-person initial meetings are important for multi-sectoral/organizational collaboration on integrated care initiative

[38, 40, 43, 47, 48]

 Encourage discourse with the communities that are being served

Have community or local policy dialogue; create opportunities for learning from external experts and organizations

[34, 36]

2. Building relationships

 Develop professional and interpersonal relationship between partners

Initiate relationships. Knowing one another (e.g., doctor knows pharmacist), such mutual acquaintanceship is a major component of positive experiences that assist collaboration

Take time to learn about one another to optimize contact and enhance relationships

Nurture relationship. Build effective professional and interpersonal relationships with providers and other members of each individual patient’s healthcare team

[32, 33, 36, 42, 49,50,51]

 Develop a culture of mutual trust

Develop a culture of trust across all levels of stakeholders; building trust among partners is a key to relationship building and collaboration between team members

[29, 30, 33, 36, 40, 45, 49, 52]

 Demonstrate mutual respect

Appreciate representation at table from appropriate participants, demonstrate professional respect between professionals, pay attention to language, and spend time on each other’s roles to build capacity of group with added knowledge

[23, 38, 40, 49, 53]

 Clarify roles, responsibilities, expectations

Clarify roles, responsibilities, and expectations by using a MOU (i.e., how do we come to the table together, how are decisions made, what decisions the table can take). Ensure agreed-upon principles and roles, have clearly designed roles and tasks

[36, 38, 40, 52, 53]

 Share power

Share and balance power, share leadership, flatten the hierarchy, and create a safe environment to ask questions

[24, 28, 32, 40, 52]

3. Motivation for change

 Identify motivation for collaboration

Identify motives for collaboration from regular care experiences (patient interest, developing personal relationships, gaining mutual respect); identify motives for the development of new models

[41, 45]

 Maintain receptivity to novel initiatives

Establish a growth mindset, open to new ideas

Create space to try new initiatives and push existing boundaries. Encourage experimentation while managing risk. Identify appropriate change management tools and resources required to facilitate collaboration across partner organizations

[23, 24, 27, 37]