Abstract
This paper aims to illustrate the potential impact of 12-hour shifts on teamworking by focusing on the restrictions such shifts create in developing effective and engaging team communication processes. It does this through presenting research on work with multiprofessional mental health teams, both community- and ward-based. It is proposed that 12-hour shifts can contribute to teams being ‘pseudo’ teams rather than ‘real teams’, and draws on the input–process–output model of team effectiveness to illustrate the points made. The premise of the paper is that team shift patterns (as an input) mediate the extent to which teams can participate in effective and engaging communication processes, which, in turn, impacts on the outputs of team effectiveness, including outcomes for patients, such as quality of care, and outcomes for staff, such as staff wellbeing.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
