Difference between revisions of "Smart-Auburn2019"
ElliottHoey (talk | contribs) (Created page with "{{BibEntry |BibType=INCOLLECTION |Author(s)=Cordet Smart; Timothy Auburn; |Title=Theorising Multidisciplinary Team Meetings in Mental Health Clinical Practice |Editor(s)=C. Sm...") |
AndreiKorbut (talk | contribs) |
||
| Line 2: | Line 2: | ||
|BibType=INCOLLECTION | |BibType=INCOLLECTION | ||
|Author(s)=Cordet Smart; Timothy Auburn; | |Author(s)=Cordet Smart; Timothy Auburn; | ||
| − | |Title=Theorising | + | |Title=Theorising multidisciplinary team meetings in mental health clinical practice |
| − | |Editor(s)= | + | |Editor(s)=Cordet Smart; Timothy Auburn; |
|Tag(s)=EMCA; Team meetings; Meetings; Institutional | |Tag(s)=EMCA; Team meetings; Meetings; Institutional | ||
|Key=Smart-Auburn2019 | |Key=Smart-Auburn2019 | ||
| + | |Publisher=Palgrave Macmillan | ||
|Year=2019 | |Year=2019 | ||
|Language=English | |Language=English | ||
| − | |Booktitle=Interprofessional Care and Mental Health | + | |Address=Cham |
| − | |Pages= | + | |Booktitle=Interprofessional Care and Mental Health: The Language of Mental Health |
| + | |Pages=79–95 | ||
|URL=https://link.springer.com/chapter/10.1007/978-3-319-98228-1_4 | |URL=https://link.springer.com/chapter/10.1007/978-3-319-98228-1_4 | ||
| − | |DOI= | + | |DOI=10.1007/978-3-319-98228-1_4 |
|Abstract=In this chapter, we seek to examine the implications for multidisciplinary team meetings of adopting an ‘emic’ discursive approach. By specifically employing a conversation analytic framework, we show how meetings are contexts which are endogenously constituted. Meetings display a particular social organisation to which participants orientate and sustain on a turn-by-turn basis. Features unique to the social organisation of meetings include the role of the chair, an agenda and allocation of turns through the chair. These features are illustrated with extracts from team meetings. The implications of this framework for interprofessional working in teams are also considered. | |Abstract=In this chapter, we seek to examine the implications for multidisciplinary team meetings of adopting an ‘emic’ discursive approach. By specifically employing a conversation analytic framework, we show how meetings are contexts which are endogenously constituted. Meetings display a particular social organisation to which participants orientate and sustain on a turn-by-turn basis. Features unique to the social organisation of meetings include the role of the chair, an agenda and allocation of turns through the chair. These features are illustrated with extracts from team meetings. The implications of this framework for interprofessional working in teams are also considered. | ||
}} | }} | ||
Latest revision as of 01:35, 16 January 2020
| Smart-Auburn2019 | |
|---|---|
| BibType | INCOLLECTION |
| Key | Smart-Auburn2019 |
| Author(s) | Cordet Smart, Timothy Auburn |
| Title | Theorising multidisciplinary team meetings in mental health clinical practice |
| Editor(s) | Cordet Smart, Timothy Auburn |
| Tag(s) | EMCA, Team meetings, Meetings, Institutional |
| Publisher | Palgrave Macmillan |
| Year | 2019 |
| Language | English |
| City | Cham |
| Month | |
| Journal | |
| Volume | |
| Number | |
| Pages | 79–95 |
| URL | Link |
| DOI | 10.1007/978-3-319-98228-1_4 |
| ISBN | |
| Organization | |
| Institution | |
| School | |
| Type | |
| Edition | |
| Series | |
| Howpublished | |
| Book title | Interprofessional Care and Mental Health: The Language of Mental Health |
| Chapter | |
Abstract
In this chapter, we seek to examine the implications for multidisciplinary team meetings of adopting an ‘emic’ discursive approach. By specifically employing a conversation analytic framework, we show how meetings are contexts which are endogenously constituted. Meetings display a particular social organisation to which participants orientate and sustain on a turn-by-turn basis. Features unique to the social organisation of meetings include the role of the chair, an agenda and allocation of turns through the chair. These features are illustrated with extracts from team meetings. The implications of this framework for interprofessional working in teams are also considered.
Notes
