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disciplines, with each discipline approaching the patient from their own perspective. Most often, this approach involves separate individual con- sultations. These may occur in a "one-stop-shop" fashion with all consultations occurring as part of a single appointment on a single day. It is com- mon for multidisciplinary teams to meet regu- larly, in the absence of the patient, to "case conference" findings and discuss future directions for the patient's care. Multidisciplinary teams provide more knowledge and experience than disciplines operating in isolation. Interdisciplinary team approaches, as the word itself suggests, integrate separate discipline approaches into a single consultation. That is, the patient-history taking, assessment, diagnosis, intervention and short- and long-term manage- ment goals are conducted by the team, together with the patient, at the one time. The patient is intimately involved in any discussions regarding their condition or prognosis and the plans about their care. A common understanding and holistic view of all aspects of the patient's care ensues, with the patient empowered to form part of the deci- sion-making process, including the setting of long- and short-term goals. Individuals from different disciplines, as well as the patient themself, are encouraged to question each other and explore alternate avenues, stepping out of discipline silos to work toward the best outcome for the patient. One of the risks of interdisciplinary teams is that traditional hierarchies, or dominant person- ality types (or both), may interfere with the process. For example, quieter or less experienced team members may feel intimidated or less wor- thy, and thus not speak up about their opinions around a patient's care. These individuals would be protected in a multidisciplinary environment, where assessments and interventions are carried out with the patient individually. However, this

Interdisciplinary versus multidisciplinary care teams: do we understand the difference?