interprofessional communication, role clarification, conflict resolution, second order reflection and collaborative leadership. Collaborative leadership is stressed as particularly Important for 21st century public service professionals who, as service leaders, must operate in multiprofessional, multiagency environments to achieve change within and around their own services. They are responsible for establishing structures to ensure communication, information flow and that collaboration takes place. Part of this competence is awareness of the impact of management on staff collaboration and service user outcomes. A range of competency frameworks are available for trainers to draw upon that spell out the domains and detail of collaborative competencies that MHS and CJS professionals should be able to demonstrate (Table 1). Table 1: Exemplars of collaborative competency frameworks and competencies to be attained by MHS and CJS professionals. model Country Domains Exemplar competence Metacognitive Sweden Teamwork/group Shared knowledge: Awareness of Interprofessional processes general laws/rules for all competencies model Reflection & health/social professions. (Wilhelmson et al. 2012) documentation Communication Shared knowledge Ethics Core competencies for US Teams and Teamwork Roles and responsibilities: collaborative practice Roles/Responsibilities Communicate one’s roles & framework Communication responsibilities clearly to patients, (IPEC, 2011) Values/Ethics families, other professionals. National interprofessional Canada team functioning Collaborative leadership: competency framework Communication of a climate for shared ((Orchard & Bainbridge, Patient-centred care leadership and collaborative
interprofessional communication, role clarification, conflict resolution, second order reflection and collaborative leadership. Collaborative leadership is stressed as particularly Important for 21st century public service professionals who, as service leaders, must operate in multiprofessional, multiagency environments to achieve change within and around their own services. They are responsible for establishing structures to ensure communication, information flow and that collaboration takes place. Part of this competence is awareness of the impact of management on staff collaboration and service user outcomes. A range of competency frameworks are available for trainers to draw upon that spell out the domains and detail of collaborative competencies that MHS and CJS professionals should be able to demonstrate (Table 1). Table 1: Exemplars of collaborative competency frameworks and competencies to be attained by MHS and CJS professionals. model Country Domains Exemplar competence Metacognitive Interprofessional competencies model (Wilhelmson et al. 2012) Sweden Teamwork/group processes Reflection & documentation Communication Shared knowledge Ethics Shared knowledge: Awareness of general laws/rules for all health/social professions. Core competencies for collaborative practice framework (IPEC, 2011) US Teams and Teamwork Roles/Responsibilities Communication Values/Ethics Roles and responsibilities: Communicate one’s roles & responsibilities clearly to patients, families, other professionals. National interprofessional competency framework ((Orchard & Bainbridge, Canada team functioning Communication Patient-centred care Collaborative leadership: of a climate for shared leadership and collaborative
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