View
85
Download
2
Embed Size (px)
DESCRIPTION
Purpose of the call: •Review current data and state of the SSCL •Discuss the role of communications and team work in patient safety •Discuss and define how we can measure the effectiveness of the SSCL. Read more and watch the webinar recording: http://bit.ly/1sXDqaZ
Citation preview
THE SURGICAL SAFETY CHECKLIST;
RHETORIC….. OR ARE WE MAKING A
DIFFERENCE?
OCTOBER 8, 2014
Link to french and english
slides for today’s presentation
will be posted in the chat box
Today’s call will be taped
Certificate of attendance
Before We Get Started
Interacting in WebEx: Today’s Tools
Interagir dans Webex : outils à utiliser
4
Be prepared to use: - Raise hand - CHAT
Have you used WebEx before? Avez-vous déjà utilisé WebEx?
Soyez prêts à utiliser les outils : - lever la main - clavardage
Type your
message
& click
‘send’
Select
‘send to’
Discuss the role of communication and
team work in patient safety
Review current data and state of the
SSCL
Discuss and define how we can
measure the effectiveness of the SSCL
Followed by…..interactive discussion
Objectives
Our Guest Speakers:
Dr. Giuseppe Papia
Dr. Michael Leonard
Dr. David Urbach
Ms. Marlies van Dijk
Surgical Safety Checklist
Who Alliance for Patient Safety:
October 2004
Platform to promote Patient Safety
Initiatives
Global Patient Safety Challenges
2005 Clean Care is Safer Care
2007 Safe Surgery Saves Lives
Surgical Safety Checklist
Safe Surgery Saves Lives Campaign:
Improve safety of Surgery across the
globe
Reduce the number of surgical
complications
Reduce the number of surgical deaths
SSCL
No one can stop an
idea whose time has
come
-Voltaire
Between the healthcare
we have and the
healthcare we could have
lies not just a gap, but a
chasm.
Crossing the quality Chasm (IOM)
The Role of Culture and
Teamwork in Safe & Reliable
Surgical Care
Michael Leonard, MD,
Adjunct Professor of Medicine, Duke University
Safe & Reliable Healthcare LLC
13
UNMINDFUL “We show up, don’t we?”
Chronically Complacent
REACTIVE “Safety is important. We do a lot every
time we have an accident”
SYSTEMATIC Systems being put into place to manage
most hazards
PROACTIVE “We methodically anticipate”—
prevent problems before they occur
GENERATIVE Organizational Culture “Genetically-
wired” to produce safety
Where is Yours?
Safety Cultures Evolve
Attribution: Prof. Patrick Hudson, Univ. Leiden
Effective Leadership
Set a positive active tone
Think out loud to share
the plan – common
mental model
Continuously invite
people into the
conversation for their
expertise and concern
Use their names
Critical Behaviors
Culture and Leadership
• Ninety-two of the 101 study
hospitals provided copies of their
checklist; of these, 90% used an
unmodified World Health
Organization (WHO) or Canadian
Patient Safety Institute checklist.
Educational materials were made
available to hospitals, but no team
training or other support was
provided.
• The key is recognizing that
changing practice is not a technical
problem that can be solved by
ticking off boxes on a checklist but
a social problem of human
behavior and interaction.
18
Teams
WHAT TEAMS DO:
Plan Forward
Reflect Back
Brief (huddle, pause, timeout, check-in)
Debrief
Communicate Clearly Structured Communication SBAR
and Repeat-Back
Manage Conflict Critical Language
The Associated Behaviors:
19
• Over ½ of in
hospital adverse
events attributed to
surgical care
• 6313 checklist
reviewed, >40% had
a defect, total
number of defects
6312
• Most problems pre-
op or post-op, not in
the OR
28 33 36 41 45 45 49 49 51 52 55 62 62 73 75 80
98
0
20
40
60
80
100
CC
U
RE
HA
B
OR
EM
ER
G
5 W
ES
T
6 W
ES
T
PE
DS
GE
RI
DIA
LY
SIS
PE
RIO
P
PH
AR
M
3W
ES
T
ICU
NIC
U
SIC
U
PE
DS
OB
Teamwork Climate Scores Across Facility
HCAHPS 92 50
Medication Errors per Month 2.0 6.1
Days between C Diff Infections 121 40
Days between Stage 3 Pressure Ulcers 52 18
Illustrative Data:
Extracted from
Blinded Client Data
CULTURE IS RELATED TO…
28 33 36 41 45 45 49 49 51 52 55 62 62
73 75 80
98
0
20
40
60
80
100
CC
U
RE
HA
B
OR
EM
ER
G
5 W
ES
T
6 W
ES
T
PE
DS
GE
RI
DIA
LY
SIS
PE
RIO
P
PH
AR
M
3W
ES
T
ICU
NIC
U
SIC
U
PE
DS
OB
Teamwork Climate Scores Across Facility
Employee Satisfaction 91 55
Employee Injury per 1000 days 0.1 16
Employee Absenteeism per 1000 days 10 15
RN Vacancy Rate 1 9
<60% Score =
Danger Zone
Illustrative Data:
Extracted from
Blinded Client Data
… AND UNFAVORABLE EMPLOYEE
OUTCOMES
Wrong Site Surgery or Retained
Foreign Body in 17 Operating Rooms
Operating Rooms
Debriefing – Linking teamwork
and Improvement
What did we do well ?
What did we learn so
we can do it better the
next time ?
What got in the way that
needs to be fixed ?
REVIEW OF CURRENT
DATA AND STATE OF
SSCL David R Urbach MD MSc
Professor of Surgery and Health Policy, Management and Evaluation,
University of Toronto
Haynes et al NEJM January 2009
Mandatory reporting to Ontario Ministry of
Health and Long-Term Care April 2010
Required Organizational Practice for
Accreditation Canada by January 2011
Rapid dissemination of SSCL
de Vries EN et al. NEJM 2010
de Vries EN et al. NEJM 2010
Mortality according to SSCL use
van Klei WA. Ann Surg 2012
Questions about the evidence
Checklist item “never events”
– e.g. wrong site surgery 10/1,000,000
No correlation with improvement in processes
Very effective (1.5% 0.8%)
– Prevents 1 of every 2 deaths • Literature: 1/20 hospital deaths preventable
– Prevents 1 death per 143 patients • Literature: 1/400 preventable hospital mortality
Urbach DR. NEJM 2014
Urbach DR. NEJM 2014
Urbach DR. NEJM 2014
Ann Surg 2013
Summary
There is inconsistent evidence from
observational studies that Surgical Safety
Checklists improve mortality and other
surgical outcomes
Surgical Safety Checklists improve perceived
teamwork and communication in the operating
room
THE CHECKLIST PARADOX
[title stolen from Lorelei Lingard]
Marlies van Dijk
Director Clinical Improvement
@tweetvandijk
The RIGHT conversation?
Assumption:
The checklist can improve culture in the operating
room
Makary, 2006 Journal of American College of Surgeons
“the most common cause of failure in leadership
is produced by treating adaptive challenges as
if they were technical problems.”
Ron Heifetz
48
Surgical Culture Change Strategy in BC
Situational Leadership
• Leader or manager of an organization must adjust
their style to fit the development level of the
followers they are trying to influence.
• Up to the leader to change their style, not the follower
to adapt to the leader’s style.
• The style may change continually to meet the needs
of others in the organization based on the situation.
Developed by Kenneth Blanchard and Paul
Hersey.
http://bcpsqc.ca/clinical-improvement/teamwork/resources/
Lorelei Lingard. Collective Competence. TED Talk http://www.youtube.com/watch?v=vI-hifp4u40
Rebecca Brooke. 3 page briefing note. Review of the Evidence for Culture Change: The Interpersonal
Side of Healthcare. [scroll down page: http://bcpsqc.ca/clinical-improvement/teamwork/resources/ ]
Makary MA et al. 2006. “Operating Room Teamwork among Physicians and Nurses: Teamwork in the
Eye of the Beholder. http://www.sciencedirect.com/science/article/pii/S1072751506001177
Culture Change Tool Box. Rebecca Brooke. BC Patient Safety and Quality Council.
http://bcpsqc.ca/clinical-improvement/teamwork/resources/
Checklist Paradox Presentation by Lorelei Lingard. SQAN November 2013.
http://bcpsqc.ca/resources-from-sqans-2013-annual-meeting/
Ken Blanchard. Situational Leadership Technical Facilitator guide.
http://www.kenblanchard.com/getattachment/Solutions/By-Offering/Government-
Solutions/Situational-Leadership-II-(GSA-Approved)/SLII_Green_FG_Look.pdf
Geert Hofstede’s Power Distance Index http://www.clearlycultural.com/
Ron Heifetz, Alexander Grashow and Marty Linsky. The Practice of Adaptive Leadership . Harvard
Business Review Press. http://www.amazon.com/Practice-Adaptive-Leadership-Changing-
Organization/dp/1422105768/ref=sr_1_1?ie=UTF8&qid=1411666918&sr=8-
1&keywords=the+practice+of+adaptive+leadership
References
Interacting in WebEx: Today’s Tools
Interagir dans Webex: outils à utiliser
56
Be prepared to use: - Raise hand - CHAT
Soyez prêts à utiliser les outils : - lever la main - clavardage
Type your
message
& click
‘send’
Select
‘send to’
CONCLUSIONS: Giuseppe Papia
Summarize the discussion of today’s call
and post on website
Loop back with the CPSI and possible
steps forward and the role of the SSCL
intiative in the Forward with Four
priorities
Maintain an open dialogue with
attendees
Next steps
Instructions to download certificate
1
2 3
4
5
6
7
8
9