The development of high functioning healthcare teams is advanced through facilitative leadership, the development of socialization strategies that embrace the importance of tacit as well as explicit knowledge, and relational environments that promote transparency and trust. This report is a summary of reflections on collaborative practice from an interdisciplinary analysis of collaborative practice by a team of medical and social scientists. These reflections follow, and augment, a previous report on this study, and are based on multi-site research that included field visits, simulation, observation, and interviews.
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