TY - JOUR
T1 - Bridging the communication gap in the operating room with medical team training
AU - Awad, Samir S.
AU - Fagan, Shawn P.
AU - Bellows, Charles
AU - Albo, Daniel
AU - Green-Rashad, Beverly
AU - De La Garza, Marlen
AU - Berger, David H.
N1 - Copyright:
Copyright 2008 Elsevier B.V., All rights reserved.
PY - 2005/11
Y1 - 2005/11
N2 - Background: In the operating room (OR), poor communication among the surgeons, anesthesiologists, and nurses may lead to adverse events that can compromise patient safety. A survey performed at our institution showed low communication ratings from surgeons, anesthesiologists, and OR nursing staff. Our objective was to determine if communication in the operating room could be improved through medical team training (MTT). Methods: A dedicated training session (didactic instruction, interactive participation, role-play, training films, and clinical vignettes) was offered to the entire surgical service using crew resource management principles. Attendees also were instructed in the principles of change management. A change team was formed to drive the implementation of the principles reviewed through a preoperative briefing conducted among the surgeon, anesthesiologist, and OR nurse. A validated Likert scale survey with questions specific to effective communication was administered to the nurses, anesthesiologists, and surgeons 2 months after the MTT to determine the impact on communication. Data are presented as mean ± SEM. Results: There was a significant increase in the anesthesiologist and surgeon communication composite score after medical team training (anesthesia pre-MTT = 2.0 ± .3, anesthesia post-MTT = 4.5 ± .6, P <.0008; surgeons pre-MTT = 5.2 ± .2, surgeons post-MTT = 6.6±.3, P <.0004; nurses pre-MTT = 4.3 ± .3, nurses post-MTT = 4.2 ± .4, P = .7). Conclusions: Medical team training using crew resource management principles can improve communication in the OR, ensuring a safer environment that leads to decreased adverse events.
AB - Background: In the operating room (OR), poor communication among the surgeons, anesthesiologists, and nurses may lead to adverse events that can compromise patient safety. A survey performed at our institution showed low communication ratings from surgeons, anesthesiologists, and OR nursing staff. Our objective was to determine if communication in the operating room could be improved through medical team training (MTT). Methods: A dedicated training session (didactic instruction, interactive participation, role-play, training films, and clinical vignettes) was offered to the entire surgical service using crew resource management principles. Attendees also were instructed in the principles of change management. A change team was formed to drive the implementation of the principles reviewed through a preoperative briefing conducted among the surgeon, anesthesiologist, and OR nurse. A validated Likert scale survey with questions specific to effective communication was administered to the nurses, anesthesiologists, and surgeons 2 months after the MTT to determine the impact on communication. Data are presented as mean ± SEM. Results: There was a significant increase in the anesthesiologist and surgeon communication composite score after medical team training (anesthesia pre-MTT = 2.0 ± .3, anesthesia post-MTT = 4.5 ± .6, P <.0008; surgeons pre-MTT = 5.2 ± .2, surgeons post-MTT = 6.6±.3, P <.0004; nurses pre-MTT = 4.3 ± .3, nurses post-MTT = 4.2 ± .4, P = .7). Conclusions: Medical team training using crew resource management principles can improve communication in the OR, ensuring a safer environment that leads to decreased adverse events.
KW - Change team
KW - Communication
KW - Crew resource management
KW - Prophylactic antibiotics
KW - Team training
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U2 - 10.1016/j.amjsurg.2005.07.018
DO - 10.1016/j.amjsurg.2005.07.018
M3 - Article
C2 - 16226956
AN - SCOPUS:26844535039
SN - 0002-9610
VL - 190
SP - 770
EP - 774
JO - American Journal of Surgery
JF - American Journal of Surgery
IS - 5
ER -