Interprofessional communication in the operating room: a narrative review to advance research and practice

Etherington, Nicole; Wu, Michael; Cheng-Boivin, Olivia; Larrigan, Sarah; Boet, Sylvain

doi:10.1007/s12630-019-01413-9

Cited by 68 publications

(70 citation statements)

References 71 publications

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“…Previous studies have reported that encouraging competitive teams can benefit staff and the organizations assisting in forming collaborative quality culture and safety (Drayton-Brooks, Gray, Turner, & Newland, 2017;Etherington, Wu, Cheng-Boivin, Larrigan, & Boet, 2019;Sinha, 2017). Greater perceptions of empowerment and identification are also included in other benefits to the team.…”

Section: Discussionmentioning

confidence: 99%

Evaluation of Clinical Team Competence: Case of Saudi Arabia

Moussa¹,

Sofyani²,

Alblowi³

et al. 2020

GJHS

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PURPOSE OF REVIEW: High-level nurse-doctor collaboration and competence reduce average hospital duration of the patient and mortality rates. Critical care unit plays an integral role as it integrates techniques and principles for ensuring high-quality care in a dynamic work environment. This study determines the status of critical care unit professionals, particularly nurses concerning their teamwork self-assessment. The descriptive correlational study design following a quantitative research design was used. Purposive sampling was employed for selecting 143 critical care unit nurses from Al-Ansar General Hospital, Saudi Arabia. A survey using a teamwork effectiveness self-assessment questionnaire was held for collecting data, which was then statistically analyzed. RECENT FINDINGS: Findings showed a significant and positive correlation between nurses’ interests and priorities with their job functions and problem-solving abilities. It showed that the manager’s support and guidance along with the nurse’s participation in decision-making helped the nurses to resolve critical problems and make rapid decisions in critical hours. SUMMARY: Nurses’ conflict management and effective time utilization were significantly and positively correlated. This provided physical and structural opportunities, adequate education and training, and a supportive environment to overcome problems impeding teamwork effectiveness.

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Section: Discussionmentioning

confidence: 99%

Evaluation of Clinical Team Competence: Case of Saudi Arabia

Moussa¹,

Sofyani²,

Alblowi³

et al. 2020

GJHS

View full text Add to dashboard Cite

show abstract

“…Although effective communication is critical for patient safety and team building, existing barriers such as hierarchies, differing goals of care, and divergent opinions about what constitutes appropriate disclosure can limit successful communication. 7 The surgeon is the primary caregiver and thus the assumed care team leader; an anesthesiologist is viewed as a consultant. This medical hierarchy could discourage some surgeons from including anesthesiologists in perioperative decisions until after a problem is identified.…”

Section: Scope Of Expertisementioning

confidence: 99%

How Should Trainees' Influences on Postoperative Outcomes Be Disclosed?

Ekeoduru

2020

AMA Journal of Ethics

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Conflict arises when surgeons and anesthesiologists disagree about goals of care in perioperative settings. Collaboration is essential for safe, efficient, and effective care. Drawing on 2 pediatric cases that highlight risks of anesthetic exposure, this article examines the influence of surgical training on outcomes, barriers to collaboration, and anesthesiologists' ethical obligations to educate surgeons and parents about anesthesiainduced neurotoxicity risks. The article also discusses how to align surgical and anesthetic practice during surgeries with prolonged anesthetic use. To claim one AMA PRA Category 1 Credit TM for the CME activity associated with this article, you must do the following: (1) read this article in its entirety, (2) answer at least 80 percent of the quiz questions correctly, and (3) complete an evaluation. The quiz, evaluation, and form for claiming AMA PRA Category 1 Credit TM are available through the AMA Ed Hub TM. Cases Case 1. A 14-month-old presents with severe hydronephrosis from ureteropelvic junction obstruction. The parents are offered a novel, minimally invasive surgery-robotic-assisted pyeloplasty. The surgeon describes potential benefits, such as decreased pain, improved cosmesis, and shorter hospital stay, but does not discuss standard operative times for this procedure. Barriers to Anesthesiologist-Surgeon Collaboration Anesthesiologists are consultants who specialize in pain management and maintenance of physiologic homeostasis during invasive procedures. Key to this role is collaboration with colleagues in numerous specialties to establish and achieve treatment goals. Siloed approach to practice. Although emphasizing shared clinical responsibility results in increased safety, efficacy, and efficiency of patient care, 5 historically, each specialty adopted a "soloist" approach to expert care. 6 There was little communication between surgeons and anesthesiologists regarding best

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“…In health care, we have made headway towards fostering clear, direct communication in teamwork (eg 33‐35). As by‐product of this progress, we have not robustly explored indirect communication and its place in effective health care teams.…”

Section: Implications For Health Carementioning

confidence: 99%

On collective self‐healing and traces: How can swarm intelligence help us think differently about team adaptation?

Cristancho

2020

Medical Education

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Background Health care teams are increasingly forced to navigate complex challenges to achieve their collective aim of delivering high‐quality, safe patient care. The teamwork literature has struggled to develop strategies that promote effective adaptive behaviours among health care teams. In part, this challenge stems from the fact that truly collective adaptive behaviour requires members of the teams to abandon the human urge to act self‐sufficiently. Nature contains striking examples of collective behaviour as seen in social insects, fish and bird colonies. This collective behaviour is known as Swarm Intelligence (SI). SI remains poorly described in the health care team literature and its potential benefits hidden. Objective In this cross‐cutting edge paper, I explore the principles of SI as they pertain to systemic or collective adaptation in human teams. In particular, I consider the principles of trace‐based communication and collective self‐healing and what they might offer to team adaptation researchers in medical education. Results From a SI perspective, a solution to a problem emerges as a result of the collective action of the members of the swarm, not the individual action. This collective action is achieved via four principles: direct and indirect communication, awareness, self‐determination and collective self‐healing. Among those principles, trace‐based communication and collective self‐healing have been purposefully used by other industries to foster team adaptation. Trace‐based communication relies on leaving ‘traces’ in the environment to drive the behaviour of others. Collective self‐healing is the ability of the swarm to cope with failure and adapt to changes by permitting swarm members to be interchangeable. Conclusions While allowing teams to rely on indirect communication and to be interchangeable might create discomfort to our ways of thinking, teams outside health care are demonstrating their value to advance human teamwork. SI offers a helpful analogy and a constructive language for thinking about team adaptation.

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Interprofessional communication in the operating room: a narrative review to advance research and practice

Cited by 68 publications

References 71 publications

Evaluation of Clinical Team Competence: Case of Saudi Arabia

Evaluation of Clinical Team Competence: Case of Saudi Arabia

How Should Trainees' Influences on Postoperative Outcomes Be Disclosed?

On collective self‐healing and traces: How can swarm intelligence help us think differently about team adaptation?

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