Table 3 Content analysis of barriers classified according to the five dimensions of Bronstein’s model of interprofessional collaboration
Themes | Interdependence | Newly created professional activities | Flexibility | Collective ownership of objectives | Reflection on the process |
|---|---|---|---|---|---|
Collaboration | • Inequality in collaboration • Isolated work. • Different level of collaboration. • Lack of interest in collaborating. | • Different work practices and philosophies. | • Lack of professional autonomy. • Undervaluation and interference in the work of others. • Divergent practices and points of view. | • Lack of common goals. • Low satisfaction within the team. • Conflicting objectives within the team. • Not working full time. • Different philosophies, goals, and values. | • Rare meetings about sexual assault cases. |
Skills | • Function limits • Role confusion | ||||
Communication | • Tension in communication. • Omissive communication. • Divergent opinions. • Divergent concepts. | • “Silo Effect”. | • Misunderstanding of the functions. | • Lack of face-to-face meetings. | • No information outside the team. |
Confidentiality | • Different confidentiality policies. | • Different obligations and rules regarding confidentiality. | |||
Hierarchy | • Differences in status. • Influence of older people on younger people. | • Hindered coordination by lack of understanding an interprofessional model. | • “turf wars” | • Power imbalances and difficulty in developing common goals. | |
Organizational | • Confusion of boundaries between organizations. • Group rotation. • Different organizational support. | • Lack of time and financing. • Differences in valuation between organizations | • Blurred boundaries between systems. • Lack of resources and time. • Different goals in different organizations. • Shift work. | • Time and space to meet with other professionals. | |
Relationship | • Groupthink • Social conformity • Tunnel vision • Conflicts between disciplines • Divergent working practices • HP’s Perceptions of undervalued knowledge • Lack of interaction between professionals • Too much centralization | • Conflicts resulting from role negotiation. • Lack of respect for the roles of others. | • Lack of trust among the team. • Lack of interprofessional connection. |