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Simulations-Based Care Delivery
Published in Connie White Delaney, Charlotte A. Weaver, Joyce Sensmeier, Lisiane Pruinelli, Patrick Weber, Nursing and Informatics for the 21st Century – Embracing a Digital World, 3rd Edition, Book 3, 2022
Cynthia Sherraden Bradley, Joanne Donnelly, Nellie Munn Swanson
While there are many barriers to delivering safe care, communication and team dynamics are leading challenges. High-reliability organizations focus on strengthening systems to achieve resilience and safety (Paige et al., 2018). Objectives of simulation-based scenarios to support high-reliability address clinical issues known to disrupt specific teams, for example, obstetric hemorrhage in the labor and delivery suite. Team simulations are focused on communication across all gradients, requiring non-hierarchical and closed-loop communication. Team-based crisis simulations focus on the underpinnings of high-reliability including clear task assignments and roles, team input at decision points and care implemented as a team (Reising et al., 2017). Scenario development is intended to be specific to clinical situations that may be encountered by specialty teams, allowing for the pre-brief and debrief sessions to be focused on the tenets of effective communication and teamwork.
Quality and safety of healthcare
Published in Liam J. Donaldson, Paul D. Rutter, Donaldsons' Essential Public Health, 2017
Liam J. Donaldson, Paul D. Rutter
It is for these reasons that rather than directing all activity on learning from serious incidents, some leaders in healthcare are embracing the approach (again derived from outside healthcare) of building resilience into their organizations. From this, the concept of the high-reliability organization has emerged: one that is constantly looking for risks and hazards and making changes to ensure that they do not become future sources of harm (Figure 7.15). Karl Weick and Kathleen Sutcliffe in their book Managing the Unexpected give many examples of this philosophy and set out the key characteristics of a high-reliability organization (Table 7.8).
The basis for resilient performance
Published in Erik Hollnagel, Safety-II in Practice, 2017
The anthropological thinking about cultures, as well as the early social-psychological thinking about cultures, focused on the value or usefulness of culture but did not treat culture as a subject in itself. The use of the concept of organisational culture started in management and organisation studies in the late 1970s and became common in the 1980s. This received a significant boost when the concept of a safety culture was proposed in response to the accident at Chernobyl in 1986. In the study of High Reliability Organisations (HRO), it was noted that culture ‘creates a homogeneous set of assumptions and decision premises which, when they are invoked on a local and decentralized basis, preserve coordination and centralization. Most important, when centralization occurs via decision premises and assumptions, compliance occurs without surveillance’ (Weick, 1987).
The influence of team workload on team performance in the light of task complexity: a study of nuclear fire brigades
Published in International Journal of Occupational Safety and Ergonomics, 2023
Veronika Klara Takacs, Marta Juhasz
Since teams have become an inherent part of most organizations, many researchers have turned their attention to exploring the exact advantages of teamwork, the requirements that are crucial for successful team functioning and the factors that can hinder this success. Based on Salas et al.’s [1,p.4] work, teams are usually defined in the literature as ‘distinguishable sets of two or more people who interact dynamically, interdependently, and adaptively toward a common and valued goal/object/mission’. Facility fire brigades that work for nuclear power plants are considered one important type of team found in a high-reliability organization. Colquitt et al. [2,p.1000] describe ‘high-reliability’ organizations as work contexts, in which ‘the capacity to effectively manage fluctuating and hazardous working conditions is vital’. As the authors argue, situational danger and situational unpredictability are two main characteristics of high-reliability jobs. Typical workdays in these jobs are spent performing benign tasks that support the organization’s core functioning in a predictable context. However, the rhythm in these jobs is occasionally punctuated by more dangerous tasks occurring in an inherently more complex and unpredictable context. Since the variation in interpersonal vulnerabilities across typical and high-reliability task contexts may have important implications for employee effectiveness [2], understanding the psychological states that are related to typical and high-reliability task contexts is crucial.
Staff perceptions of interdisciplinary team training and its effectiveness in reducing medical errors
Published in International Journal of Healthcare Management, 2023
T. Arien Herrmann, Natallia Gray, Olga Petrova
In recent years, driven by increased public awareness of medical errors, improvements in health information technology, and the emergence of quality improvement methodologies, the healthcare community has paid increased attention to the theory of high-reliability organizations as a framework to cultivating a culture of safety through collaboration, communication, and coordination [17]. High-reliability organizations are organizations that experience fewer than anticipated accidents or events of harm, despite operating in highly complex, high-risk environments [18]. The principles of high-reliability organizing have been successfully implemented in other industries such as commercial aviation, nuclear power, and the military. While the notion of high-reliability organizing is relevant to healthcare settings, the specific practices and processes by which other industries have been able to achieve high levels of safety cannot be directly applied to healthcare systems [19]. Our study indicates that one specific aspect of high-reliability organizing that could be better tailored to the unique needs of healthcare settings is ITT.
Behavioral Assessment in Virtual Reality: An Evaluation of Multi-User Simulations in Healthcare Education
Published in Journal of Organizational Behavior Management, 2023
Steven J. Anbro, Ramona A. Houmanfar, Julie Thomas, Kim Baxter, Frederick C. Harris, Laura H. Crosswell
The Joint Commission conducts ongoing analyses of sentinel events, defined as “a patient safety event (not primarily related to the natural course of the patient’s illness or underlying condition) that reaches a patient and results in any of the following: death, permanent harm, or severe temporary harm and intervention required to sustain life” (Joint Commission, 2019, p. 2). Given the prevalence of medical error leading to sentinel events (death in particular) coupled with increased public awareness of this problem, the healthcare industry has looked to high-reliability organizations (HROs) across other industries for guidance. HROs are organizations whose employees conduct regularly occurring, highly technical operations in working conditions that range from moderate to high levels of potential risk (Anbro et al., 2020). A defining feature of HROs is the interlocking of behavior across managerial and operational levels of an organization; this occasions systemic learning from errors and helps institutionalize performance/safety corrections based on lessons learned and process innovation (Alavosius et al., 2017; Dekker & Woods, 2009). The healthcare industry has particularly looked to the aviation industry and their development of Crew Resource Management (CRM) as a guide to address persisting human/systems challenges.