A wide range of different Dis-integrativeProcesses are encountered, operating in different DOMAINS and LEVELS of dis-integration - in this case the Multi-disciplinary Team (MDT.)

A few examples are given below, but this is in no way an exhaustive list: We emphasise that these are just a few examples and many others can be found. Any of these will be coloured by interpersonal relationship styles and Individual Differences and Disagreements between workers. Plotting these processes at work, coming to more accurate mentalizing of the different members of a team (using the Dis-integration grid is one way to help this) is an important exercise for any Team to practice. See also Dis-integrativeProcesses.

What's the problem?

Amongst these, at a Conceptual Level the MDT may find there is a lack of agreement as to the core problem(s) and fail to support a coordinated treatment plan. For instance there may be a split between individuals holding a view that "this behaviour is driven by poor conduct" and others maintaining that a neuropsychiatric process is complicit.

What to do?

At a Skills and Practice Level there may be inaccurate beliefs about the practices that different team members implement. If a Social Worker believes that a doctor could only intervene with medication, then he may be less inclined to refer an anxious suicidal adolescent.

Who does what?

At a pragmatic Service Delivery Level authority and decision-making processes within the team may not be consistent with the clinician's Formulation and Treatment Aims - for instance if an emergency psychiatric admission can only be requested by the team doctor, then treatment recommendations following the keyworker's on-the-spot assessment may suffer delays until the team doctor can be available to repeat this assessment.