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Organise to facilitate the flow of information.
Siloed and hierarchical organisational structures don’t support an IDT approach. As an example, your team doctor is not really a member of your IDT if you only contact them when someone has suffered an injury or has a medical condition. The doctor can help reduce injury and illness, but only if the doctor is included in day-to-day operations; they can contribute to wider thinking and consider medical impact and implications on wider areas.
Plan for and create a ‘flat’ organisational structure where all IDT members have regular access to other members of the team. As the team evolves, the interdisciplinary interactions will become more frequent and informal, and the culture and habits will emerge.
As a leader, you will be asked many questions or your view; consider suggesting they speak to other members of the team first. Encourage your team to speak to each other and bounce ideas.