Concrete Behaviours Expected in Interdisciplinary Teams in Home Nursing Care Inspired by Buurtzorg: Qualitative Descriptive Study.

BACKGROUND: Interdisciplinary teams in home care and home nursing are being implemented across Denmark, inspired by the Buurtzorg model. While structural aspects have been studied, less is known about the concrete, observable behaviours that make interdisciplinary teams function well in practice. AIM: To identify and thematise observable behaviours in well-functioning interdisciplinary teams' meetings in home care and home nursing care, thereby contributing to practice development and implementation. METHOD: The study used a qualitative descriptive, practice-oriented design to identify concrete behaviours rather than generate new theory. Data were collected during the implementation of interdisciplinary teams in a metropolitan municipality covering 10 districts and about 185 professionals. Material comprised 14 preliminary observations, 64 structured participatory observations of team meetings across all the municipality's 16 interdisciplinary teams, and two individual and three focus group interviews with staff and leaders. Data were analysed thematically, with two authors coding independently before refining themes iteratively through discussion. ETHICAL ISSUES: The study complied with the Danish Code of Conduct for Research Integrity and national legislation. Informed consent was obtained, and GDPR requirements were observed. RESULTS: Thirty-six observable actions were identified and grouped into four sets of behaviours: (1) performing meeting goals (shared understanding, shared solving, shared deciding); (2) following the meeting's methodology (role clarity, documentation, participatory dialogue); (3) creating conditions (presence, psychological safety, adequate facilities, and leadership support); and (4) sharing perspectives, recognising others (disciplinary and holistic perspectives, including existential care). A distinctive marker of well-functioning teams was the practice of open questioning, which fostered sensemaking and co-creation. LIMITATIONS: Findings are drawn from one municipality, which limits generalisability. CONCLUSIONS: Well-functioning interdisciplinary teams are characterised less by information exchange and coordination than by achieving shared understanding, collective problem-solving, and integration of diverse perspectives. These behaviours reflect and produce a shift from efficiency-driven management towards co-creation and holistic care and can guide future implementation of interdisciplinary teams.