A wide range of different Dis-integrativeProcesses are encountered, operating in different DOMAINS and LEVELS of dis-integration - in this case the multi-agency context.

Some examples are given here, but this is in no way an exhaustive list: plotting the processes at work for a patient, using the grid below, is an important exercise for Keyworker and Team to practice.

At a Conceptual Level there may be subtly biased feedback mechanisms at play, influencing the way that a team collectively remembers what another agency does, or how it performs. For instance, a team may develop the habit of recalling to each other particular cases where things did not go right, but failing to make conscious note of the many 'silent successes' that may have followed this. Such a process leads to problems at the next Level...

At a Skills and Practice Level there may be a lack of knowledge about, or a failure of the team's capacity to 'take a perspective' on the work a different agency, which would lead to referrals not being made, or unhelpful rivalry and conflict between professionals.

At a Service Delivery Level there may be direct contradicitons at the level of Policy. For instance, a Youth Offending Service may see its principal role as keeping young people out of the criminal justice system, whilst a mental health practitioner working with a chaotic and extremely high risk heroin-injecting teenager may see the temporary incarceration of his patient in a young offenders unit as the only practical way to keep that young person alive and organise a detox. Another example of service-delivery level dis-integration is the potential for struggles between agencies over limited resource allocations.

These are just a few examples and others can be found. See also Dis-integrativeProcesses.