Khanna Rahul, Murnane Tess, Kumar Shakira, Rolfe Timothy, Dimitrieski Stephanie, McKeown Michael, Ejareh Dar Maryam, Gavson Laura, Gandhi Charu
Mental Health Division, Austin Health, Australia.
Department of Psychiatry, University of Melbourne, Australia.
Australas Psychiatry. 2020 Oct;28(5):504-507. doi: 10.1177/1039856220953701. Epub 2020 Sep 10.
During the COVID-19 pandemic, our mental health service experimented with working from home. The flexibility of this practice can enable improved efficiency, staff well-being and expanded operating hours in the longer term. This paper shares our experiences and makes recommendations for being a part of and leading distributed clinical teams.
We saw a 3% increase in total appointment bookings and a 7% reduction in cancellations/non-attendance compared to the same period in 2019. Based on our experience and the literature, effective distributed teams have leaders that connect via video at least weekly; focus on transparency and output over micromanagement; prioritise staff relationships and err towards overcommunication.
在新冠疫情期间，我们的心理健康服务部门尝试了居家办公。从长远来看，这种工作方式的灵活性能够提高效率、增进员工福祉并延长工作时间。本文分享了我们的经验，并就参与和领导分布式临床团队提出建议。
与2019年同期相比，我们的预约总量增加了3%，取消/未就诊率降低了7%。基于我们的经验和相关文献，高效的分布式团队拥有至少每周通过视频进行沟通的领导者；注重透明度和产出而非微观管理；优先考虑员工关系，并倾向于过度沟通。
