Post-crisis debriefing: A tool for improving quality in the medical emergency team system

Conoscenti, Elena; Piazza, Marcello; Tuzzolino, Fabio; Ragonese, Barbara; Burgio, Gaetano; Arena, Giuseppe; Blot, Stijn; Luca, Angelo; Chiaramonte, Giuseppe

doi:10.1016/j.iccn.2020.102977

Cited by 10 publications

(8 citation statements)

References 21 publications

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“…Most papers did not quantify when immediate CD occurred; however, those that did reported that it took place minutes to hours after a specific event (see online supplemental material for details). Immediate CD lasted anywhere from 1 min to 20 min1 11 13 15 23 35–38 40–45 and was reported to be used by teams working with adult (n=15) and paediatric (n=12) populations.…”

Section: Resultsmentioning

confidence: 99%

“…Immediate CD was implemented by stable teams (eg, ED team) as well as ad hoc teams formed to perform a single event (eg, ward and intensive care unit (ICU) staff involved in a resuscitation) and then released back to their daily tasks 40 46. Authors indicated that immediate CD was used to quickly address identified issues before staff returned to routine tasks.…”

Section: Resultsmentioning

confidence: 99%

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What and when to debrief: a scoping review examining interprofessional clinical debriefing

Paxino,

Szabo,

Marshall

et al. 2023

BMJ Qual Saf

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IntroductionClinical debriefing (CD) improves teamwork and patient care. It is implemented across a range of clinical contexts, but delivery and structure are variable. Furthermore, terminology to describe CD is also inconsistent and often ambiguous. This variability and the lack of clear terminology obstructs understanding and normalisation in practice. This review seeks to examine the contextual factors relating to different CD approaches with the aim to differentiate them to align with the needs of different clinical contexts.MethodsArticles describing CD were extracted from Medline, CINAHL, ERIC, PubMed, PsychINFO and Academic Search Complete. Empirical studies describing CD that involved two or more professions were eligible for inclusion. Included papers were charted and analysed using the Who-What-When-Where-Why-How model to examine contextual factors which were then used to develop categories of CD. Factors relating to what prompted debriefing and when debriefing occurred were used to differentiate CD approaches.ResultsForty-six papers were identified. CD was identified as either prompted or routine, and within these overarching categories debriefing was further differentiated by the timing of the debrief. Prompted CD was either immediate or delayed and routine CD was postoperative or end of shift. Some contextual factors were unique to each category while others were relatively heterogeneous. These categories help clarify the alignment between the context and the intention of CD.ConclusionsThe proposed categories offer a practical way to examine and discuss CD which may inform decisions about implementation. By differentiating CD according to relevant contextual factors, these categories may reduce confusion which currently hinders discourse and implementation. The findings from this review promote context-specific language and a shift away from conceptions of CD that embody a one-size-fits-all approach.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

What and when to debrief: a scoping review examining interprofessional clinical debriefing

Paxino,

Szabo,

Marshall

et al. 2023

BMJ Qual Saf

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“…The debriefing technique has been widely used in the formation of health professionals (Conoscenti et al. , 2021; Mundt et al.…”

Section: Theoretical Framework: Debriefing: a Tool That Favours Team ...mentioning

confidence: 99%

“…The debriefing technique has been widely used in the formation of health professionals (Conoscenti et al, 2021;Mundt et al, 2020), frequently combined with a simulation methodology (Paige et al, 2021). Less frequent is the application of this technique in business management, be it for the evaluation of processes or for the improvement of the efficacy of the teams.…”

Section: Introductionmentioning

confidence: 99%

How to carry out organisational debriefing for team learning

Hebles,

Yániz-Alvarez-de-Eulate,

Villardón-Gallego

2023

EJMBE

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PurposeThe debriefing is a procedure based on intra-team feedback, which has frequently been applied in university formation in health but has been less used in business. The aim of this research is to analyse best practices in the actual implementation of debriefing in organisations, based on criteria the guidelines for carrying out each stage established in the procedure.Design/methodology/approachTo achieve these goals, working teams from different organisations carried out 19 group-debriefing sessions on an authentic work problem. These sessions were observed and analysed following a qualitative approach.FindingsAfter observing a debriefing session in 19 organisations, four categories related to its implementation have been identified: Self-analysis, information, planning and orientation of the development of the team.Research limitations/implicationsIt is important to mention some limitations to this work. The major limitation was the lack of published literature related to the debriefing in the area of organisational management. The qualitative and exploratory nature of the study limits the generalisation of the results.Practical implicationsThe research has practical implications as the characterisation and description of each phase favours the transfer to implement the debriefing technique adequately in different types of organisations.Social implicationsIt has been observed that all forms of debriefing have a common purpose in learning and, team and employee development, due to the powerful transferability and usefulness of debriefing in different contexts. Therefore, knowing the correct use of debriefing is a breakthrough in this area. In addition, including this type of practice will not just facilitate a better performance, it will also help teams to learn to work in a team from their own experiences.Originality/valueIt has been characterised by the process of debriefing from the correct implementation of each phase through the analysis of the narratives that arise in the debriefing sessions carried out.

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“…The WHO also produced a tool for the study and collection of data on risk assessment in the health care context [ 6 ]. The actions that were implemented in terms of organizational structure, training, and improvisation measures, left the staff perceiving a safety risk due to a lack of information/experience [ 7 , 8 , 9 ].…”

Section: Introductionmentioning

confidence: 99%

Impact of the Organizational Model Adopted during the COVID-19 Pandemic on the Perceived Safety of Intensive Care Unit Staff

Conoscenti

Campanella

Sala

et al. 2022

JCM

Self Cite

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Background: The SARS-CoV-2 pandemic had a devastating health, social, and economic effect on the population. Organizational, technical and structural operations aimed at protecting staff, outpatients and inpatients were implemented in an Italian hospital with a COVID-19 dedicated intensive care unit. The impact of the organizational model adopted on the perceived safety among staff was evaluated. Methods: Descriptive, structured and voluntary, anonymous, non-funded, self-administered cross-sectional surveys on the impact of the organizational model adopted during COVID-19 on the perceived safety among staff. Results: Response rate to the survey was 67.4% (153 completed surveys). A total of 91 (59%) of respondents had more than three years of ICU experience, while 16 (10%) were employed for less than one year. Group stratification according to profession: 74 nurses (48%); 12 medical-doctors (7%); 11 physiotherapists (7%); 35 nurses-aides (22%); 5 radiology-technicians (3%); 3 housekeeping (1%); 13 other (8%). The organizational model implemented at ISMETT made them feel safe during their workday. A total of 113 (84%) agreed or strongly agreed with the sense of security resulting from the implemented measures. A vast majority of respondents perceived COVID-19 as a dangerous and deadly disease (94%) not only for themselves but even more as vectors towards their families (79%). A total of 55% of staff took isolation measures and moved away from their home by changing personal habits. The organizational model was perceived overall as appropriate (91%) to guarantee their health. Conclusion: The vast majority of respondents perceived the overall model applied during an unexpected, emergency situation as appropriate.

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Post-crisis debriefing: A tool for improving quality in the medical emergency team system

Cited by 10 publications

References 21 publications

What and when to debrief: a scoping review examining interprofessional clinical debriefing

What and when to debrief: a scoping review examining interprofessional clinical debriefing

How to carry out organisational debriefing for team learning

Impact of the Organizational Model Adopted during the COVID-19 Pandemic on the Perceived Safety of Intensive Care Unit Staff

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