Background While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. multi-professional teamwork including changes in work processes, aimed at increasing inter-professional collaboration. Behavior switch interventions and staff behavior switch were analyzed using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior switch interventions were categorized according to the DCOM? model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results The two sections used different behavior switch interventions, resulting in a large difference in the degree of staff behavior switch. The successful section enabled staff overall performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial opinions in the beginning played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated opinions. Conclusions The functional perspective of 1208315-24-5 supplier applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior switch interventions influence staff behavior. The analysis demonstrates how enabling behavior switch interventions, managerial opinions and task-related opinions interact in their influence on behavior and have complementary functions during different stages of implementation. and is added. This dimensions refers to the vertical and horizontal alignment of behavior within the organization; in practice, how well a performer knows what behaviors to perform and how overall performance is related to the overall goals of the organization. is particularly important in understanding organizational switch since this, in contrast to individual switch, requires individuals to move in the same direction. is usually defined as the skills and knowledge needed for overall performance. is the tools, resources and processes provided by the organization that support overall performance. is the driving pressure that initiates behavior and, importantly, maintains overall performance of behavior. FEN-1 Inspired by ABA, the dimensions is largely defined by the consequences that reinforce behavior and thereby affect the form, direction and intensity of overall performance. In contrast to the COM-B model, the sizes in the DCOM? framework are functionally structured as enabling (and and/or clarifying section. Data collection The data were collected using multiple 1208315-24-5 supplier data collection methods from May 2010 until February 2012. Figure?1 provides an overview of the data collection. Physique 1 Data collection overview and timeline. Description of data collection methods used and a timeline for implementation and data selections. The degree of performed teamwork behavior was evaluated using observations and interviews [44,45]. Observational data were collected in May and June 2011. Three experts (the first and last authors and an additional research 1208315-24-5 supplier group member) observed staff at both sections. A total of 76 observations (8 at the Section of General Surgery and 68 at the Section of Internal Medicine) were conducted during this periodObservations took place during four workdays, and were halted after saturation had been reached at each section. The unbalanced quantity of observations at the two sections is due to the absence of teamwork to observe at the Section of General Surgery. An observation protocol (Additional file 1) focusing on performed teamwork behaviors was used. The following five key team behaviors were used to operationalize the content of the intervention: A general interview lead (Additional file 2) based on the DCOM? model was created by the first and last authors, and covered the following themes: Perceived intervention changes and outcomes, Program theory, Description of activities and behaviors during the different phases of the implementation, Challenges, How difficulties were handled, and Difficulties for sustaining the switch. A purposive 1208315-24-5 supplier selection criterion was used, and four 1208315-24-5 supplier respondents were selected for the interviews by the researchers based on their central role in the implementation process. Respondents included the senior medical manager at the Section of Internal Medicine who.