Team decision-making

John Øvretveit*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

24 Citations (Scopus)


The puqose of this paper is to help team members and managers to improve decision-making in multidisciplinay teams. It presents concepts which teams have used to diagnose the causes of slow or poor decision-making, and which have helped teams to agree decision-making procedures. It is based on a programme of action research with primary and specialist community multidisciplinay teams in the UK (Øvretveit, 1993). The paper justifies the three assumptions which underlie the proposed approach: that effective decision-making is central to successful multidisciplinary teamwork; that improvements come from paying attention to both formal and informal features of team organisation; and that suitable formal decision-making procedures are necessary for teams to survive.

Original languageEnglish
Pages (from-to)41-51
Number of pages11
JournalJournal of Interprofessional Care
Issue number1
Publication statusPublished - 1995
Externally publishedYes


  • Conflict
  • Decision-making
  • Multidisciplinay teams
  • Team management


Dive into the research topics of 'Team decision-making'. Together they form a unique fingerprint.

Cite this