1. “Leave your egos at the door” Interdisciplinary Working within a Multidisciplinary Sport Science Team Claire-Marie Roberts, University of Worcester, UK

2. For elite athletes to achieve their potential, the coach must provide support from a wide range of specialists working collaboratively

3. Training & development is often focused on 1 sports science sub discipline – for example, physiology, biomechanics or sports psychology. Despite the fact that the practical problems presented in sport appear to be multidimensional and multi-disciplinary.

4. Mono-, Multi- & Interdisciplinary
Monodisciplinary
Multidisciplinary
Interdisciplinary
The application of one discipline
A team with a combination of disciplines
More than one area of sport and exercise science working together in an integrated and co-ordinated manner to problem solve. (Burwitz et al., 1994).

5. Q: an Element of sport science support where interdisciplinary working is critical?
A: Injury Management

6. 80% the British Track and Field athletes selected to compete at the London 2012 Olympic Games had injuries or illnesses requiring management before, during and after the Games. These facts highlight the importance of establishing interdisciplinary working within our multidisciplinary support teams. (Dijkstra, Pollock, Chakraverty & Alonso, 2014)

7. Multidisciplinary Working
Although coaching staff, sport scientists & medical staff work together, diagnostic discussions about the best way forward for the athlete do not always take place
Decisions made in isolation
Integration & communication between disciplines to facilitate optimal training and competition while also managing the athlete’s long-term health

8. Sport Science Support Teams
Each discipline operating in its own specialist silo with little focus on:
holistic athlete health management,
effective communication, integration and understanding to facilitate decision-making.
Coach manages health and performance contributions from a number of clinical and scientific specialists.

9. Performance Director (f/t) Performance Administrator (p/t)
Board of Directors
Performance Director (f/t)
Performance Administrator (p/t)
Head Coach (p/t)
Assistant Coach (f/t)
Team Doctor (p/t)
Lead Physiotherapist (f/t)
Osteopath (p/t)*
Soft Tissue Therapist (p/t)*
Strength & Conditioning Coach (p/t)
Strength & Conditioning Assistant Coach (p/t)*
Sport Psychologist (p/t)
Team Manager (p/t)
Performance Lifestyle Advisor (EIS) (p/t)*

10. The Integrated Performance Health Management and Coaching Model
The Integrated Performance Health Management and Coaching Model. All the specialties operate in the performance health and coaching ‘box’. Health (injury, illness and prevention) is managed by specialist sports medicine physicians (led by the CMO/Medical Director); coaching is managed by the Head Coach. Both departments are managed by the Performance Director or (CEO) depending on the structure and size/culture of the organisation/club. The health and coaching departments operate in synergy and also ‘independently’ with appropriate autonomy at times. All professional service providers are independently registered and professionally governed by the relevant Professional Bodies like the General Medical Council and the Faculty of Sport and Exercise Medicine for physicians in the UK. CEO, Chief Executive Officer; CMO, Chief Medical Officer; GP, general practitioner.
(Dijkstra et al., 2014)
Copyright © BMJ Publishing Group Ltd & British Association of Sport and Exercise Medicine. All rights reserved.

11. Key Threats to IDW Competition for time with athletes
Complementarily and interchange with different specialisms (psychology/performance lifestyle)
Communication (geographical locations, frequency of involvement)
Confidentiality

12. Key Threats to IDW
Specialists’ perceptions of other service providers (chiropractor, osteopath, acupuncture)
Combination of full and part-time support staff
Group size
Larger groups are less effective

13. Some ideas for success
Develop a shared vision and a shared working model for the process of interdisciplinary collaboration
Encouraging open communication and acknowledging differences in communication styles
Clarifying roles, particularly where areas of professional overlap existed
Demonstrate integrated knowledge

14. Some ideas for success
Raise awareness of your specialism (& its boundaries) with the other disciplines
Contextual intelligence
“Confidentiality nets” (bound by practice rather than discipline)
Psychologists can help develop interdisciplinary working within multidisciplinary teams!

15. Benefits
A broader understanding and enriched respect for other disciplines.
The opportunity for co-operative research.
An increased use of different team members to meet athletes needs.
Greater objectivity in approaching performance or training problems.
A mindset for working co-operatively with shared values and attitudes

16. “In order to maximize the potential for international success for elite athletes, sport organizations must look anew at the related competencies required to achieve this mission specifically, at the benefits of interdisciplinary collaboration” (Rogerson & Strean, 2006)