IPW In Stroke Care

This paper aims to discuss, using appropriate literature, the concept of inter-professional working (IPW) in light of a chosen scenario. I will provide a brief introduction whilst examining the issues, key players and challenges presented by the scenario by comparing, contrasting and evaluating my findings in order to make recommendations for future practice.
Øvretveit et al (1997) suggests IPW is a multifaceted collaboration of professionals from diverse disciplines working as one to achieve optimum care. According to Morgan (2009) the development of IPW was brought about by ever influencing needs of society whereby there has been a call for closer communication and collaboration between all healthcare professionals to share responsibility
The NSS (2008) highlights quality markers recommending early supported discharges (ESD) for stroke patients, this is supported by Walker (2007) who confirms rehabilitation of stroke patients has become a national priority, driven by evidence based research. Economic drivers in ESD highlight financial incentives for reducing hospital stay of stroke patients which according to the DH (2007b) is based on tariff periods whereby low tariff periods result in higher turnover of patients therefore financial savings for the trust. A speech by Andrew Lansley however, stating plans for the introduction of financial penalties if the patient is readmitted for emergency treatment within 30 days of discharge, present renewed pressure for the IPW team, as according to Daly (2004), it is not unusual for health care professionals to feel caught between government drives based on targets and patient care. As a result IPW teams may focus on meeting targets rather than the needs of the patient. However it can be argued it may encourage the IPW team to take a more patient focused care pathway perspective (Kalra & Walker, 2009). The results are yet to be
Therefore managing change as noted by Lancaster (1998) is core for today’s nursing managers. Thomas, et al (2009) notes this can be addressed by implementing change theory which was theorised by Lewin as a three stage model, known as the unfreezing-change-refreeze model (Lancaster, 1998), which according to Thomas, et al (2009) is unfreezing the current state ineffective state and moving on to a new state, which Shein (1999) describes as refreezing. However in order to implement the change management must ensure the IPW team is willing to participate change which Molyneaux (2001) describes as central to effective IPW, for this to happen, Russel and Hymans (1995) propose there must be a recognition that no one discipline can meet optimum