Assessing Interprofessional Teamwork in Inpatient Medical Oncology Units

Weaver, Charlotta; Callaghan, Mary; Cooper, Abby L.; Brandman, James; O’Leary, Kevin J.

doi:10.1200/jop.2014.001536

Cited by 24 publications

(21 citation statements)

References 17 publications

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“…Previous research used the SAQ to evaluate attitudes among intensive care units, nursing and residential homes, pharmacies, medical oncology units, the operating room and the neonatal intensive care unit. 9,12-17 The general finding of these studies is that the SAQ is a valid tool with good internal consistency. In the current study, Cronbach’s α for the different dimensions ranged from .72 to .89, confirming these findings from previous studies.…”

Section: Discussionmentioning

confidence: 99%

Safety Culture and Attitudes Among Spine Professionals: Results of an International Survey

Gadjradj

Harhangi

2019

Global Spine Journal

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Study Design: International survey. Objective: A positive safety culture has been linked to better surgical outcomes, less hospital costs and less patient harm and severity-adjusted mortality, making safety attitudes relevant for society and both patient and health care provider. The aim of the current study is to assess attitudes toward safety culture among spinal care professionals. Methods: An online survey was distributed to members of AOSpine International in 2016. The survey consisted out of 3 parts: (1) demographics, (2) the Safety Attitude Questionnaire (SAQ), and (3) expectations of responsibility for improving the safety culture. The SAQ measured job satisfaction, teamwork, and safety climate, perceptions of management, stress recognition, and working conditions. Multivariate logistic regression was performed to identify factors associated with safety attitudes. Results: A total of 356 respondents replied. The SAQ showed that respondents in Africa have a significant lower score (odds ratio [OR] 0.19, P < .05) on working conditions, compared with spine professionals in Asia. Respondents in North America had the highest odds of having a higher score (OR 4.04, P < .05) compared with respondents in Asia. Gender, continent, occupation, tenure, and the number of employees in the clinic were not associated with the dimensions of safety culture ( P > .05). The majority expected the surgeon to be mainly responsible for improving the safety culture in the operating room and at management level. Conclusions: There was a lot of variety among different respondents worldwide albeit respondents in Africa scored significantly lower on working conditions, compared with spine professionals in Asia and North America, suggesting that wealthier countries have better working conditions which may lead toward better safety attitudes. Closer collaboration between hospital management and clinicians seems to be a target for improvement in safety culture. Furthermore, to show clinical relevance in this field, studies correlating safety attitudes with outcomes after spine surgery are warranted.

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Section: Discussionmentioning

confidence: 99%

Safety Culture and Attitudes Among Spine Professionals: Results of an International Survey

Gadjradj

Harhangi

2019

Global Spine Journal

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“…Developing such a shared mental model requires intentional effort and planning, which includes open communication and coordination within the oncology team. This point is critical because communication lapses between physicians and nurses are major barriers to all forms of collaboration within oncology teams . Some teams might struggle to reach a consensus opinion about the best approach to prognostic communication.…”

Section: Shared Mental Modelmentioning

confidence: 99%

Teamwork in prognostic communication: Addressing bottlenecks and barriers

Sisk

Dobrozsi

Mack

2020

Pediatric Blood & Cancer

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Prognostic communication is essential to family‐centered care in pediatric oncology. Yet, prognostic communication from the medical team to the family is often absent or incomplete. In our experience, many clinical groups view prognostic disclosure as the responsibility of the patient's primary oncologist, and nurses are often excluded from these conversations. This current individual‐based model of prognostic disclosure lacks redundancy and creates a communication bottleneck. We propose that clinical groups should address prognostic communication with a multidisciplinary team‐based approach that incorporates three critical components: shared team mental models, distribution and redundancy in role assignment, and high fidelity monitoring of communication milestones.

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“…If the nurse is not involved in these conversations, he or she may not know exactly what was discussed with the family, making it difficult to interact with the family and potentially limiting the nurse's ability to function commensurate with his/her position. In previous studies, nurses have identified negative attitudes toward the importance of communication as one of the primary barriers to collaboration (Weaver et al, 2015). Findings from this study suggest that nurses who have more collaborative relationships with their physician colleagues have better experiences with prognosis-related communication and less moral distress.…”

Section: Implications For Vulnerable Populationsmentioning

confidence: 65%

“…Such activity results in a "logic of collaboration rather than a logic of competition" (D'Amour et la., 2005, p. 117 (Larson, 1999). Weaver, Callaghan, Brandman, and O'Leary (2015) surveyed nurses, residents, hospitalists, and oncology physicians to characterize the perceptions of teamwork in the inpatient oncology setting. They also explored barriers to establishing strong collaboration between nurses and physicians.…”

Section: Figure 2 Theoretical Modelmentioning

confidence: 99%