|dc.description.abstract||Teams are an established part of organisations and are, by definition, ‘groups’—but the
business discourse within which they are conceptualised, and within which teamwork
takes place, discounts key aspects of groupwork, essentially related to its values.
Hence, we argue, the true potential of teamwork is stifled. This is compounded in relation
to interprofessional ‘teams’, by the top-down, prescriptive, policy drivers which
have led to their setting-up and because of ‘new managerialism’ embedded in their operation.
In other words, they are essentially ‘business’ teams and, as such, constricted.
Groupwork, we argue, has the potential, first, to liberate interprofessional teams to function
more successfully and hence, second, to deliver better to the service user and, third,
we believe, to contribute to reducing the risks of failure in interprofessional working as
exhibited in recurring ‘tragedies’. Social workers, with their values, knowledge and training
in groupwork, have potentially a special role to play in facilitating interprofessional
teamwork. In turn, this role, if they carry it out well, might help improve their status in
the interprofessional team, where currently they often feel marginalised.||en