Article

Discrepant Perceptions of Communication, Teamwork and Situation Awareness among Surgical Team Members

Department of Surgery, Erasmus University Medical Center, Post Box 2040, 3000 CA Rotterdam, The Netherlands.
International Journal for Quality in Health Care (Impact Factor: 1.76). 03/2011; 23(2):159-66. DOI: 10.1093/intqhc/mzq079
Source: PubMed

ABSTRACT

To assess surgical team members' differences in perception of non-technical skills.
Questionnaire design.
Operating theatres (OTs) at one university hospital, three teaching hospitals and one general hospital in the Netherlands.
Sixty-six surgeons, 97 OT nurses, 18 anaesthetists and 40 nurse anaesthetists.
All surgical team members, of five hospitals, were asked to complete a questionnaire and state their opinion on the current state of communication, teamwork and situation awareness at the OT.
Ratings for 'communication' were significantly different, particularly between surgeons and all other team members (P ≤ 0.001). The ratings for 'teamwork' differed significantly between all team members (P ≤ 0.005). Within 'situation awareness' significant differences were mainly observed for 'gathering information' between surgeons and other team members (P < 0.001). Finally, 72-90% of anaesthetists, OT nurses and nurse anaesthetists rated routine team briefings and debriefings as inadequate.
This study shows discrepancies on many aspects in perception between surgeons and other surgical team members concerning communication, teamwork and situation awareness. Future research needs to ascertain whether these discrepancies are linked to greater risk of adverse events or to process as well as systems failures. Establishing this link would support implementation and use of complex team interventions that intervene at multiple levels of the healthcare system.

Download full-text

Full-text

Available from: Robbert Huijsman
  • Source
    • "The realization that a "team of experts does not make an expert team" (Burke et al., 2004, p. i97), i.e., that medical skills and knowledge are not sufficient to provide quality care as a team and that Teamwork requires training and management, has been adopted in healthcare much later than in other high-risk organizations, such as aviation (Ramanujam &amp; Rousseau, 2006). Even though healthcare workers agree that Teamwork is an integral part of their job, members of various healthcare professions differ in their perceptions of its quality (Flin et al., 2003;Sexton et al., 2001;Wauben et al., 2011). Teamwork skills are not sufficiently taught at medical and nursing schools. "

    Full-text · Chapter · Jan 2016
  • Source
    • "In providing safe care staff professional competencies need to be constantly developed ( Gilje et al . 2007 , Priest et al . 2008 , Blegen & Severinsson 2011 , Cleary et al . 2011 , Wauben et al . 2011 , White 2012 ) . For patient safety , an important competency is communication ( Calleja et al . 2010 , Fallowfield 2010 , Fernandez et al . 2010 ) . It is also one of the core competencies in psychiatric care and plays an important role in structuring care and in establishing therapeutic relationships ( Gilje et al . 2007 , Timmons 201"
    [Show abstract] [Hide abstract]
    ABSTRACT: Communication is important for safe and quality health care. The study provides needed insight on the communication elements that support patient safety from the psychiatric care view.Fluent information transfer between the health care professionals and care units is important for care planning and maintaining practices. Information should be documented and implemented accordingly.Communication should happen in an open communication culture that enables discussion, the opportunity to have debriefing discussions and the entire staff can feel they are heard. For effective communication, it is also important that staff are active themselves in information collecting about the essential information needed in patient care.In mental health nursing, it is important to pay attention to all elements of communication and to develop processes concerning communication in multidisciplinary teams and across unit boundaries.
    Full-text · Article · Mar 2015 · Journal of Psychiatric and Mental Health Nursing
    • "Examples of such organizational units that work towards a common goal yet possess unique organizational roles and skills are nursing and physician units in hospital settings. Previous research has shown that nurses and physicians differ in many aspects of their job-related functioning and attitudes, such as their perceptions of work environment, frequency of experienced disruptive behaviors, ratings of communication, and views of procedural decision making (Festic, Wilson, Gajic, Divertie, & Rabatin, 2012; Rosenstein & O'Daniel, 2005; Thomas, Sexton, & Helmreich, 2003; Wauben et al., 2010). Taking these differences into consideration, the current study examined how the behaviors of TMTs relate to attitudinal outcomes separately in nursing and physician occupations. "
    [Show abstract] [Hide abstract]
    ABSTRACT: A top management team (TMT) is an integral component of an organization as it serves the role of a primary leader. The dynamics between TMTs and their subordinate organizational units are similar to those between individual leaders and their subordinates in that both (TMTs and individual leaders) exert a level of influence over their subordinate entities. This study sought to investigate a TMT's influence as a leader within the organization, by applying the two-factor leadership theory to the relationship between TMTs and subordinate units. All but three examined workplace climate measures were significantly related to TMT behaviors. Organizational culture exhibited the strongest relationships, with all significant correlations ranging between 0.17 and 0.27. Our findings suggest that the composition of hospital TMTs can have implications for units providing direct care to patients. These findings may be of particular interest to administrators who are involved in building effective TMTs.
    No preview · Article · Dec 2014 · World Medical and Health Policy
Show more