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Introducción. El trabajo social sanitario es una especialización multifacética que contribuye activamente al trabajo en equipos sanitarios para prestar una atención integral en los servicios de salud de atención primaria, especializada y salud mental. Este trabajo pretende explorar la literatura internacional para identificar las prácticas desarrolladas por el trabajo social sanitario en equipos interprofesionales en el contexto de pandemia COVID-19. Metodología. Se ha realizado una scoping review siguiendo el método del Instituto Joanna Briggs, de acuerdo con el marco teórico y proceso iterativo propuesto por Arksey y O’Malley y las recomendaciones PRISMA-ScR. Se consultaron ocho bases de datos (Web of Science-Core Collection, Scopus, PubMed, Embase, CINAHL, Social Work Abstracts, Social Services Abstracts y Sociological Abstracts), identificando 18 estudios publicados entre 2020 y 2022 que cumplían los criterios de elegibilidad. Resultados. El análisis temático categorizó los resultados en cuatro tipos de prácticas de relación interprofesional: intervención en crisis, salud mental, salud pública y cuidados al final de la vida. Además, señaló como tema los aprendizajes derivados de ellas: la oportunidad de fortalecer su legitimidad en los servicios de salud y fomentar el reconocimiento de su rol mediante el desempeño y valoración de sus capacidades y competencias; la aportación de elementos facilitadores del trabajo en equipo como la comunicación, apoyo, relaciones cooperativas, adaptación colaborativa y confianza; y la perspectiva de ampliar competencias en espacios de subespecialización en el futuro. Discusión. Los estudios revisados evidencian que el trabajo social sanitario desarrolla predominantemente funciones asistenciales ante la COVID-19 en equipos de atención especializada, y se centra en menor medida en intervenciones de promoción de la salud y prevención de enfermedades en equipos de atención primaria. Además, entre las necesidades abordadas, prevalece, Introduction. Health social work is a multifaceted specialisation that actively contributes to the teamwork allowing to provide comprehensive care in primary, hospital, and mental health services. We explored the international literature to identify the practices of health social workers in interprofessional teams during the COVID19 pandemic. Methodology. A scoping review was conducted using the Joanna Briggs Institute method, following the theoretical framework and iterative process proposed by Arksey and O’Malley and PRISMAScR recommendations. Eight databases (Web of Science-Core Collection, Scopus, PubMed, Embase, CINAHL, Social Work Abstracts, Social Services Abstracts and Sociological Abstracts) were consulted. A total of 18 studies published between 2020 and 2022 met the eligibility criteria. Results. The thematic analysis led to classifying the results into four types of interprofessional relations practices: crisis intervention, mental health, public health, and end-of-life care. Additionally, the lessons learned from these practices were identified as themes: the opportunity to strengthen the legitimacy of health social work in health services and the recognition of the role of health social workers based on performance criteria and the assessment of skills and competencies; their contribution to teamwork as enablers of communication, support, cooperative relationships, collaborative adaptation and trust; and the possibility of expanding sub-specialisation fields in the future. Discussion. The studies reviewed provide evidence that health social work focuses mainly on COVID-19 care-related functions in hospital care teams, and less on interventions for public health promotion or disease prevention in primary care teams. Moreover, among the various needs they address, health social workers concentrate the most on the mental and behavioural wellbeing of both users and the healthcare teams with which they collaborate. Conclusions. During the COVID-19 pandemic

Objectives Briefly review the "upstreamist" landscape and opportunities to improve health Describe community health workers, their identity and training-- and contrast with other members oft he health care team Review evidence that confirms the roles & effectiveness of community health workers in health care Appreciate how a JFMA CHW contributes to interdisciplinary care that closes gaps and builds health

Background: A high variety of team interventions aims to improve team performance outcomes. In 2008, we conducted a systematic review to provide an overview of the scientific studies focused on these interventions. However, over the past decade, the literature on team interventions has rapidly evolved. An updated overview is therefore required, and it will focus on all possible team interventions without restrictions to a type of intervention, setting, or research design. Objectives: To review the literature from the past decade on interventions with the goal of improving team effectiveness within healthcare organizations and identify the "evidence base" levels of the research. Methods: Seven major databases were systematically searched for relevant articles published between 2008 and July 2018. Of the original search yield of 6025 studies, 297 studies met the inclusion criteria according to three independent authors and were subsequently included for analysis. The Grading of Recommendations, Assessment, Development, and Evaluation Scale was used to assess the level of empirical evidence. Results: Three types of interventions were distinguished: (1) Training, which is sub-divided into training that is based on predefined principles (i.e. CRM: crew resource management and TeamSTEPPS: Team Strategies and Tools to Enhance Performance and Patient Safety), on a specific method (i.e. simulation), or on general team training. (2) Tools covers tools that structure (i.e. SBAR: Situation, Background, Assessment, and Recommendation, (de)briefing checklists, and rounds), facilitate (through communication technology), or trigger (through monitoring and feedback) teamwork. (3) Organizational (re)design is about (re)designing structures to stimulate team processes and team functioning. (4) A programme is a combination of the previous types. The majority of studies evaluated a training focused on the (acute) hospital care setting. Most of the evaluated interventions focused on impr

AIMS: The aims of the study were (a) to assess whether the proportion of female nurses and female physicians in a given unit influences the attitude of collaboration between nurses and physicians as reported by nurses, and (b) to examine how these two dimensions interact to influence attitudes towards cooperation. BACKGROUND: Available studies have documented that gender influences the collaboration between physicians and nurses, but no have explored the influence of specific combinations-such as a high proportion of female nurses and a high proportion of female physicians. METHODS: A cross-sectional study involving 700 nurses working in 36 hospital units in Italy. The validated Italian version of the Jefferson Scale of Attitudes towards Physician-Nurse Collaboration was used. A three stages hierarchical linear regression was performed by entering: (a) the control variables at the individual and at the unit levels, (b) the proportion of female nurses and physicians and (c) the two-way interaction. RESULTS: A total of 430 nurses participated; the average Jefferson Scale of Attitudes towards Physician-Nurse Collaboration total score was 48.64 ± 5.27. At the second and third stages of the hierarchical linear regression model (explaining 12.8% and 14.1% of the Jefferson Scale of Attitudes towards Physician-Nurse Collaboration variance, respectively), having more female RNs as staff (model two: ß = 0.61, p =< .1; model three: ß = 0.69, p =< .05) was significantly associated with higher Jefferson Scale of Attitudes towards Physician-Nurse Collaboration scores; differently, higher physician-nurse ratios (model two: ß = -4.09, p =< .05; model three: ß = -4.54, p =< .01), and more female physicians (model two: ß = -1.06, p =< .05; model three: ß = -1.29, p =< .01) were associated with lower Jefferson Scale of Attitudes towards Physician-Nurse Collaboration scores. CONCLUSION: There is a decreased collaboration as reported by nurses when predominantly male n

OBJECTIVE: To test to what extent the four-factor structure of the group innovation inventory (GII) is confirmed for improvement teams participating in a quality improvement collaborative. DESIGN: Quasi-experimental design with baseline and end-measurement after intervention. SETTING: This study included quality improvement teams participating in the Care for Better improvement programme for home care, care for the handicapped and the elderly in the Netherlands between 2006 and 2008. PARTICIPANTS: As part of a larger evaluation study, 261 written questionnaires from team members were collected at baseline (pre-project sample) and 129 questionnaires at end-measurement (post-project sample). MAIN OUTCOME MEASURE: Group innovation inventory. RESULTS: Confirmatory factor analyses revealed the expected four-factor structure and good fit indices. The subscales 'group functioning' and 'speed of action' showed acceptable Cronbach's alphas and high inter-item correlations. The subscales 'support for risk taking' and 'tolerance of mistakes' showed insufficient reliability and validity. CONCLUSIONS: The group functioning and speed of action subscales of the GII showed acceptable psychometric properties and are applicable to quality improvement teams in health care. In order to understand how social expectations within teams working in health care organizations exert influence over attitudes and behaviours thought to stimulate creativity, further conceptualization of the norms for enhancing creativity within health care is needed.