TREATMENT OF MEDICAL ERROR ISSUES AT SURGICAL M&M CONFERENCE. Prof. Alberto R. Ferreres, MD, FACS
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1 TREATMENT OF MEDICAL ERROR ISSUES AT SURGICAL M&M CONFERENCE Prof. Alberto R. Ferreres, MD, FACS
2 MEDICAL ERROR IN M&M CONFERENCE MEDICAL ERROR AT M&M CONFERENCE
3 LA RESPONSABILIDAD MEDICA Y LA PRACTICA COTIDIANA
4 Medical Error The failure of a planned action to be completed as intended (error of execution) or the use of a wrong plan to achieve an aim (error of planning) I.O.M, To Err is Human, 1999
5 The first great error in Surgery is unnecessary operation, and the next is the undertaking of a major operation which the surgeon is not technically fitted to perform Thorek M, 1937
6 Distinction between Adverse Event Medical Error
7 Frequency of adverse events in Surgery 0.6%-33% Couch NP, Tilney NL, Rayner AA te al, N.Engl.J.Med., % with complications Rosen AK, Geraci JM, Ash AS et al. Med. Care, 1992 Khuri S, Daley J, Henderson W et al; J.Am. Coll.Surg., 1995 Surgical admissions higher index than clinical ones Kable AK, Gibberd RW, Spigelman AD, Int. J. Qual.Health Care, 2002
8 M & M Conference This gold hour is the most important hour in the surgical week The only time when one can dispassionately and scientifically dissect an error and learn how to avoid that error in the future
9 If the set bone festers, and the slave suffers, the conclave of elders will convene and deliberate lest the healer know not of his error Edwin Smith Papyrus (case XVI) Breasted JH: The Edwin Smith Papyrus, University of Chicago Press, IL, 1930
10 Historical Background : Cabot 1912: Codman_ end result system 1917: ACS_ standardized case report system 1935: Anesthesia Mortality Committee 1940: Anesthesia Study Commission 1983: ACGME_ mandated weekly review of all complications and deaths
11 M&MC Peer review of surgical judgment Analysis of outcomes Statistical instrument Quality management tool
12 M&MC It is designed to identify medical errors and complications in order to learn from them to improve medical practice. It is an institutional expression of our responsibility to face and profit from our mistakes, both as individuals and as a profession. Orlander JD et al Acad.Med., 2002; 77:
13 Guiding Principles of M&MC Medicine is difficult and fallible Errors are inevitable, but they give us a tool to improve our skill as physicians The goal is not to criticize but to profit by sharing and examining our experience.
14 For decades the M&MC was state-of-theart in error analysis and prevention, but it has fallen behind the current understanding of error analysis and prevention There are 3 major reasons for this:
15 1) Developed in an era of one surgeon, one patient 2) Fails to appropiately analyze or address the complex systems in which modern surgeons functions 3) There has been an explosion in the science of understanding, preventing and ameliorating human error An understanding of these 3 factors must precede any discussion regarding strengths and weaknesses
16 Surgeons have traditionally insisted on a fierce ethic of personal responsibility Gawande AA, Zinner MJ, Studdert DM et al, Surgery, 2003; 133:
17 Cultivation of individual accountability is essential in training superb surgeons In 2006, a focus on individual accountability simply does not go far enough, often leading to a single cause ( error in surgical judgement ) when multiple causes contribute M&MCs do not focus on near misses
18 Principles of individual responsibility should not be translated to approaches that involve naming, blaming and shaming when errors occur Casarett D, Helms C, Acad. Med., 1999; 74: 19-22
19 Weaknesses Intense focus on individual responsibility No consideration of systems involved Non supportive environment o conductive to learning Near misses rarely discussed Error prevention are not adequately emphasized No systemic follow-up
20 Culture of surgical teams CONS Hierarchical structure Constant drive to achieve excellence Emphasis on personal accountability Sharp focus on personal responsibility
21 Surgical Errors vs. Errors in the Aviation Industry
22 The system of surgical care Any trauma patient in an academic medical center will be cared by: A host of physicians and surgeons Nurses Respiratory therapists Pharmacists Other providers Several hundred pieces of equipment, computers, software and complex machinery support
23 High Reliability Organization (HRO) 1) Constantly concerned about failure and insist on learning from failure 2) Explore contributing factors, go beyond simple explanations 3) Intensely focused on front-line operations 4) Develop safety nets 5) Rely on expertise regardless of hierarchy Weick K, Sutcliffe K, 2001
24 In order to assess the extent to which M&MC promotes development of shared mental models, there is a need to measure the extent to which conference participants acquire consistent knowledge of error and injury prevention strategies and reach agreement with respect to the analysis of cases presented during the meeting.
25 The development of shared or compatible mental models is highly effective in improving both individual and team performance Gaba DM: Human error in dynamic medical domains, 1994
26 M&MC MATRIX Length Specific recommendations for case selection Preparation Moderation Presentation content and format Communication Discussion
27 M&MC EVALUATION (I) 1) In your opinion, was this complication avoidable? Yes No Not sure 2) In your opinion, was consensus reached? Yes No Not sure 3) Which of the following factors was the primary cause? Diagnostic error/s Error/s in judgement Technical error/s Nature of the disease Others
28 M&MC EVALUATION (II) 4) When, during the admission, did the primary cause occur? Pre-op Intra-op Post-op 5) Which of the following actions could prevent similar problems in the future? Modified patient selection Surgical timing Improved communication Improved surgical technique Improved post-op care: diligence knowledge judgement Improved access to lab & diagnostic tests Alternative surgical decisions Improved preop. preparation of surgical team improved intraop. judgement Improved communication care team Altered level of postop. control
29 M&MC for the 21st. Century Error Analysis Root cause analysis HFMEA (Health mode and effect analysis) Commitment to developing systems approaches to preventing, catching and ameliorating error
30 Errors in the OR
31 Foreign Bodies
32 Wrong site surgery Wrong site Wrong side Wrong body part Wrong patient Wrong procedure Wrong level (spinal surgery)
33 Accountability Excellence Honesty Integrity Mutual respect Adverse events, errors and near misses should be considered learning opportunities
34 Strategies to enhance the value of M&M Better preparation for the conference Use of evidence-based information Focussed discussion of cases Discussion of error within systems context Greater participation and involvement of faculty Maintenance of records Development of educational framework Routine discussion of near misses
35
36 Thank you for your attention!
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