Teamwork, Communication, Briefing, Checklists, & O.R. Safety
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1 Teamwork, Communication, Briefing, Checklists, & O.R. Safety E. Patchen Dellinger, MD, FACS Professor of Surgery, Chief of General Surgery, Chief of Staff, University of Washington Medical Center (UWMC), Seattle, Washington
2 Systems Approach to Understanding Errors Human error is caused often by a combination of active and latent failures, only the last of which is an unsafe act of an individual. Wiegmann. Surgery 2007; 142:
3 Understanding Errors Observation of 31 cardiac surgical cases Technical errors, n=155, 3.7/hr Surgical flow disruptions, n=341, 8.1/hr Wiegmann. Surgery 2007; 142:
4 Error: Understanding Errors An occasion in which a planned sequence of activities failed to achieve its intended outcome initially. Surgical flow disruption: Deviation from the natural progression of an operation Causes of disruption: Teamwork 52% Extraneous interruption 17% Equipment and technology 11% Resource-based issue 8% Supervisory/training-related issue 12% Wiegmann. Surgery 2007; 142:
5 Understanding Errors Wiegmann. Surgery 2007; 142:
6 Understanding Errors Poor teamwork may predispose to surgical errors Good teamwork, in turn, may facilitate the detection and remediation of errors Wiegmann. Surgery 2007; 142:
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9 Different Perceptions of Collaboration and Communication Communication & Rated By Collaboration with Surgeons Nurses Surgeons 4.4* 3.4* Nurses p < Carney. AORN J 2010; 91: 722
10 Different Perceptions of Collaboration and Communication Definitions of collaboration: Nurses having their input respected Surgeons - having nurses anticipate their needs and follow instructions Carney. AORN J 2010; 91: 722
11 Different Perceptions of Collaboration and Communication Significantly different ratings by nurses and surgeons: Nurse input is well received Difficult to speak up if I perceive a problem with patient care Disagreements are resolved by what is best for the patient, not who is right It is easy to ask questions if I do not understand Surgeons and nurses work as a well-coordinated team Carney. AORN J 2010; 91: 722
12 Different Perceptions of Collaboration and Communication in the Operating Room Significantly different ratings by nurses and surgeons: I am comfortable intervening in a procedure if I have concerns about what is occurring During surgical and diagnostic procedures, everyone on the team is aware of what is happening. Morale on our team is high Everyone on our team is comfortable giving feedback to other team members Mills. J Amer Coll Surgeons 2008; 206:
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14 Other Centers Experience with Briefings and Checklists Communication Failures Before and After Team Briefing Cases Failure with Zero Failures per with n Failures Procedure Consequence Before Briefing 86 6% 4.0* 2.4 After Briefing 86 38% 1.3* 0.9 *p < Lingard. Arch Surg 2008;143:12-17
15 Preoperative Briefings Results Henrickson. JACS 2009; 208:
16 Preoperative Briefings Duration Henrickson. JACS 2009; 208:
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18 Impact of Briefings on Delays All reported delays 31% reduction Surgeon-reported delays 82% reduction Communication breakdowns 19% reduction Nundy. Arch Surg 2008; 143:
19 Intraoperative Behavior and Surgical Site Infections Not Significant: Extended antiseptic measures - including frequent glove changes, more compulsive cover up and scrub clothing, iodine-impregnated adherent drapes, changing instruments, and extensive irrigation. Beldi. Am J Surg 2009; 198:
20 WHO Checklist and Complications London, Toronto, Seattle, Auckland, New Delhi, Amman, Manila, Ifakara Before After n=3773 n=3955 SSI 6.2% 3.4% Unplan Return-O.R. 2.4% 1.8% Any Complication 11.0% 7.0% Death 1.5% 0.8% Haynes. NEJM 2009; 360: 491-9
21 Change in Safety Attitudes and Change in Complication Rates Haynes. BMJ Qual Saf 2011;20:102e107
22 Checklist and Complications The Netherlands Before After n=3760 n=3820 SSI 3.8% 2.7% Complic/100 pts Pts with Complic 15.4% 10.6% Death 1.5% 0.8% de Vries. NEJM 2010; 363:
23 Checklist Completion and Complications Checklist Completion Complic Above median 7.1% Below median 11.7% de Vries. NEJM 2010; 363:
24 Checklist Completion and Mortality The Netherlands 22 item checklist modeled on WHO 25, 513 patients followed Record of checklist completion: Not done Partial - at least 1 of 22 done Completed - all done van Klei. Ann Surg 2012; 255: 44-9
25 Checklist Completion and Mortality Adjusted Odds Ratio Mortality All patients 0.85 ( ) van Klei. Ann Surg 2012; 255: 44-9
26 Checklist Completion and Mortality Adjusted Odds Ratio Mortality All patients 0.85 ( ) Completed 0.44 ( ) Partial 1.09 ( ) Not done 1.16 ( van Klei. Ann Surg 2012; 255: 44-9
27 I would be willing to fly to Chicago tomorrow if I knew that the Pilot did not do the preflight checklist. A. Yes B. No
28 I think that having an operation is safer than flying to Chicago. A. Yes B. No
29 UWMC Safety Attitudes Questionnaire - Results Agree or strongly agree After Checklist easy to use 56% Checklist improved O.R. safety 60% Took a long time to complete 23% I would want checklist for me 88% Communication was improved 81% Checklist helped to prevent errors 67%
30 JAMA 2010; 304:
31 Team Training and Mortality Neily. JAMA 2010;304:
32 Incorrect Surgical Procedures 2000 to 2010 * Team Training Program Neily. Arch Surg 2011, 146:
33 Team Training and Morbidity 42 VA hospitals underwent team training and 32 did not during Both groups demonstrated reduction in overall morbidity and postoperative infections from 2006 to Hospitals with team training had 20% greater reduction in morbidity (p<0.001) and 17% greater reduction in infections (p<0.005). Young-Xu. Arch Surg 2011;146:
34 Clearly culture, communication, and teamwork in the O.R. have an enormous amount to do with patient outcome including SSI risk, RFB, and many other potential complications.
35 Culture of Delivering Safe, High-Acuity Perioperative Care Clear central goals, widely shared across organization Hierarchical structure honors collegial decision-making independent of rank Vigilance is prized & safety rewarded Databases support safety goals Reporting and simulation enhance learning Kozhimannil. SeminarsThoracCardiovascSurg 2011; 22:266
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37 Location and Visibility of Checklist: The checklist must be visible to and readable by every professional involved in the case in the O.R. for each stage of the checklist. The checklist should never be done from memory.
38 Process: The checklist requires the participation of all persons in the Operating Room. Leading means first requesting permission from the members of anesthesia and nursing and second, addressing every single line by reading each line.
39 As much as possible the checklist should be run in a way that involves all of the professional disciplines in the room and generates responses to the items on the list.
40 A member of each of the three disciplines (Anesthesia, Nursing, Surgery) must be present for the checklist which occurs in the operating room before induction.
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43 Specialty groups with specific issues are encouraged to develop specialtyspecific checklists and to use them at this time.
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46 Any team member who observes deviation from the policies expressed in this document should consider it his or her obligation to call it out immediately. We assume that this will be accepted graciously. If not, the incident should be reported to your supervisor as soon as possible during or immediately after the case.
47 Final Thoughts Effective teamwork is the foundation of patient safety Teams can learn to be more effective
48 I am Dr. Dellinger, and I am a good surgeon, but I am vulnerable to error, so you are here to help me take care of this patient We are a team.
49 The single biggest problem in communication is the illusion that it has taken place. George Bernard Shaw
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