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Each of the fields of geriatrics and interdisciplinary practice intensifies the usefulness and effectiveness of the other. Combining geriatrics and interdisciplinary practice also magnifies the complexity of two singularly complex fields. However, the subtle reasons for their complexity may escape the understanding of clinicians, educators, policy makers, and administrators. Attempting to treat older patients who have complex problems while ignoring common principles of geriatrics and teamwork can cause a kind of double jeopardy.

Relationship Awareness Theory is based on the premise that there is a purpose or motive behind all behavior. The Strength Deployment Inventory (SDI) was designed to help individuals identify their motives in relating to others under two kinds of conditions; when everything is going well in their relationships and when they are in conflict with others. The authors administered the SDI over a ten year period to 516 health professionals and advanced level trainees who worked or trained on interdisciplinary healthcare teams.

The practice of geriatrics frequently involves the services of an interdisciplinary team. Behavior of team members exists on a functional continuum, from adaptive to maladaptive. Health professionals readily identify maladaptive behaviors in patients, but may ignore or avoid such behavior in colleagues. Ignoring these behaviors precludes influencing the affected team member to seek help, and can cause members to leave the team. Team members with maladaptive behavior, and persons colluding with this behavior, can negatively influence care.

This pilot study attempted to uncover similarities and differences in perceptions of health care teams by the professionals who work in them and are affected by them. This study used a convenience sample of 125 health professionals from 14 disciplines to explore the types of general metaphors and sports metaphors that they apply to health care teams. Data were analyzed by gender, type of metaphor, and stated reasons for choosing a particular metaphor. Fifteen themes emerged from the analysis.

Interdisciplinary health care teams (IHTs) are essential for the delivery of health care to frail elderly persons. Teaching professionals how to function in health care teams is difficult. Educators often use linear group development theories for teaching about IHTs. However, distinguishing features of the health care field, such as the diversity of the health professions, the ongoing nature of IHTs, high turnover in health care facilities, and incongruous development of the team and its members, may render linear group theories insufficient as models for IHTs.

Business settings, which increasingly promote the value of teamwork and self‐directed work teams (SDWTs), offer a popular model for team development training. SDWTs are formal, permanent organizational structures or units empowered to manage themselves and the work they do. SDWTs in business settings have many of the same features as, face similar issues and problems to, and have worked out solutions to many issues that also apply to interdisciplinary health care teams (IHTs).

Twenty-nine graduate and upper level trainees from multiple health professions functioned as temporary members on an established Geriatrics Team for a minimum of 10 hours per week during a semester. Each student completed a modified version of the Interprofessional Perception Scale pre— and post-training. Analysis showed changes in perceptions toward physicians but not physical therapists and no changes in how they thought those disciplines perceived themselves.

Realizing maximum independence for older persons requires understanding and collaboration among health professionals. Unfortunately, health professionals are often assigned to teams with no thought of preparatory team training. This paper is based on a case study which was an initial test of a conceptual model that depicts how an interdisciplinary health care team develops and maintains itself. It is a study of a 13 year-old interdisciplinary geriatrics team with no external or externally mandated leadership.

Twenty-six matched pairs of elderly male patients who had been evaluated in an outpatient geriatric evaluation unit (GEU) were assigned randomly to be followed in either a geriatrics clinic with an interdisciplinary team or a general medical clinic without an interdisciplinary team. Patients were medically stable and living in the community. At 12 months no difference was found in cognitive, affective, or functional status. Both groups of patients had similar frequencies of hospitalization, community placement, use of community services, and number of deaths.

This study addressed the question of how power is perceived and shared in a non-hierarchical interdisciplinary health care model. Eleven members of an interdisciplinary health care team were asked to: (1) rate power sources for their constructive use in team function; (2) rank team members for power position in the team; and (3) identify up to five power sources in order of importance for the three members they rated most powerful, three members rated least powerful and for themselves. The perceived power for leadership was neither equal nor hierarchical.