Teamworking is represented as playing a central role in the improvement of health and social care. However, it is mentioned so often, with so many different promises, that there is danger of it being seen as misguided rhetoric rather than practical reality. Although, in theory, working in teams sounds easy, doing it in practice within the complex systems today's practitioners are faced with is incredibly difficult, complicated and often frustrating. This accessible text introduces a range of theories, models and research to demonstrate the benefits - and pitfalls - inherent in teamworking. In addition, it provides frameworks and practical advice on how inter-agency teams may be made to function more effectively. Illustrated throughout by real examples from practice, this no-nonsense book will be ideal for students, practitioners, team leaders, managers and policy makers in health and social care.