Are Interprofessional Roundtable Debriefings Useful in Decreasing ED Fall Rates? Findings From a Quality-Improvement Project

Murphy, Lynn; Murphy, Seamus O.; Hastings, Michael; Olberding, Adam

doi:10.1016/j.jen.2015.02.005

Cited by 5 publications

(3 citation statements)

References 5 publications

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“…Another study assessed the efficacy of roundtable debriefing on patient fall rates in the emergency department. 21 Although the patient fall rates did decline somewhat in the postintervention period, there were no statistically significant differences in the number of assisted falls ( P = 0.17), unassisted falls ( P = 0.28), and the rate of falls per 1000 patient encounters ( P = 0.28) as compared with the preintervention period.…”

Section: Resultsmentioning

confidence: 79%

“…In some instances, a teamwork intervention that had been successfully implemented in at least one unit or clinical area at a given institution was extended and tested in another. 18 , 21 In other cases, the study reviewed served as a jumping off point for the institution, with plans to introduce the training and/or tools in additional clinical areas in the future (e.g., Halverson et al 11 ).…”

Section: Discussionmentioning

confidence: 99%

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Improving Team Performance and Patient Safety on the Job Through Team Training and Performance Support Tools: A Systematic Review

Costar

Hall

2020

J Patient Saf

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We learned that the success or failure of implementation and diffusion across a health system does not depend primarily on the attributes of the innovation or the characteristics of the individual adopter. Rather it is due to the multiple and complex interactions between the enablers and frontline behaviors that arise in particular healthcare contexts and settings. In every case, four particular enablers were critical to success: 1. Vision, strategy and leadership: Every case had a clear vision which described the desired future around which all stakeholders could align; a well-defined strategy to execute the vision; and strong, effective leadership to build support for the vision and deliver the change. 2. A specific organization, program or initiative to promote diffusion: A special purpose program, organization or network of organizations was created or already in place to provide the impetus, coordination , resources and structures that facilitated diffusion of the innovation. 3. Funding for research, development and diffusion: Funding was made available to develop, pilot, evaluate, and/or scale-up diffusions. Initial funding generally came from the government, non-government organizations (NGOs) and other donors, sometimes combined with in-kind support from multiple parties. 4. Communication channels and networks across healthcare, other industries and the public: Effective communication and linkages across stakeholders helped to ensure that all were working towards a common goal and sharing insights on what as working well or not so well. Based on the evidence from the case studies, we believe that priority should be given to cultivating these four critical enablers. The absence of any one could have negative repercussions for the scale and pace of the take-up of the innovation.

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Section: Resultsmentioning

confidence: 79%

Section: Discussionmentioning

confidence: 99%

Improving Team Performance and Patient Safety on the Job Through Team Training and Performance Support Tools: A Systematic Review

Costar

Hall

2020

J Patient Saf

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“…The consequences of falls significantly affect seniors' daily mobility function and quality of life as well as healthcare costs. Falls are correlated with an increased length of hospital stay, leading to more infections, delirium, and other physical and mental health consequences [3]. Moreover, fall-related injuries bring about significant economic burden to society in addition to pain and suffering for individuals and their families.…”

Section: Introductionmentioning

confidence: 99%

A Fall Prevention Quality Improvement Project in a Long Term Care Facility: Critical Analysis

2017

JNH

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Falls are a main health burden among seniors, particularly in long term care facilities. A fall prevention quality improvement project was initiated in a geriatric care organization in Ontario, Canada. The purpose of this article is to critically analyze this quality improvement project for reducing fall incident rates by using a Six Sigma model. This quality improvement project consists of conducting a root cause analysis in post fall huddles, “Falling Star” program, and providing fall prevention education for residents and families. The strengths of this quality improvement process include the root cause analysis in post fall huddles and fall prevention education. Some limitations in this quality improvement process include insufficient collaboration with inter-professional team members and the exclusion of residents who are at fall risk, but had not fallen. Three recommendations are provided to increase the possibility of success for this project, including a monthly inter-professional fall safety meeting, the expansion of the “Falling Star” program for all residents at risk of falls, and staff education and training

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Falls in the Emergency Department

Potter

2015

Journal of Emergency Nursing

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Are Interprofessional Roundtable Debriefings Useful in Decreasing ED Fall Rates? Findings From a Quality-Improvement Project

Cited by 5 publications

References 5 publications

Improving Team Performance and Patient Safety on the Job Through Team Training and Performance Support Tools: A Systematic Review

Improving Team Performance and Patient Safety on the Job Through Team Training and Performance Support Tools: A Systematic Review

A Fall Prevention Quality Improvement Project in a Long Term Care Facility: Critical Analysis

Falls in the Emergency Department

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