Title: Interprofessional collaboration in stroke care
Abstract:
Background and Aim: Interprofessional collaboration (IPC) is fundamental to high-quality, person-centred care, yet the relational processes that underpin it remain poorly understood. Workforce retention is a critical priority for the NHS and healthcare systems globally, and the quality of working relationships is known to influence staff decisions to remain in or leave an organisation. This study aimed to explore how professionals working within an acute stroke care multidisciplinary team (MDT) experience their interprofessional working relationships, with a focus on identifying the social processes that shape those relationships.
Methods: A constructivist grounded theory methodology, rooted in symbolic interactionism, was used to explore interprofessional relationships in a single NHS Trust in Northeast England. Following ethical approval, thirteen participants from a range of professional roles within a stroke care MDT were recruited through purposeful and theoretical sampling. Data were collected through non-participant observations and semi-structured interviews. Data were analysed concurrently using the constant comparative coding process.
Findings: A propositional grounded theory was generated, centred on a core social process of experiencing growth through interprofessional relationships. Four interrelated categories were identified: (1) Developing a sense of belonging, participants experienced a valued role within the team as a foundation for connection and self-efficacy; (2) Rewards and recognition, professional and personal gains from daily collaborative interactions, including shared learning, venting as a coping strategy, and expressions of gratitude; (3) Inclusive working and learning, physical proximity, shared goals, and an equitable team environment fostered inclusivity and interdependence across disciplines; and (4) Interprofessional compassion here mutual concern, team solidarity, and constructive handling of conflict contributed to personal and professional growth. Growth was experienced as emotional, physical, personal, and professional, occurring through self-expansion, social capital exchange, and reciprocal interprofessional interactions.
Implications: These findings offer new insights for healthcare leaders, educators, and policymakers. Organisations can draw on this theory to shape induction processes, leadership development, and the physical design of interprofessional workspaces. At a time when NHS workforce retention is under significant strain, understanding how interprofessional relationships support growth provides a valuable and practical lever for improving staff wellbeing, engagement, and retention.
