Objective: From the perspective of a clinical psychologist within public mental health services, this paper aims to discuss factors that affect interdisciplinary teamwork, and to draw upon both the literature and practical experience to suggest approaches that may enhance the relationships between disciplines.
Conclusions: Barriers to interdisciplinary teamwork may be intergroup phenomena, organisational impediments or interpersonal processes. Intergroup barriers may be addressed through improved mutual awareness, adoption of shared frameworks, and the valuing of intellectual pluralism. Current organisational impediments, such as poor use of psychologists and confusion over team leadership, could be addressed by re-thinking in a more rational and collaborative way issues of specialist versus generic roles, and leadership in mental health teams. Most importantly, professional isolation perpetuates ignorance and breeds mistrust. Thus, the common good is most likely to be advanced if psychologists debate overarching goals and effective strategies jointly with consumers, carers and colleagues from other disciplines.