PERFORMANCE KNOWLEDGE Leadership Communication Situation Monitoring Mutual Support SKILLS ATTITUDES

TeamSTEPPS

Overview and Essentials

Sue Sheridan Video

• Spokesperson, World Health Organization’s World Health Alliance for Patient Safety

Teamwork is all around us…

After Team Training

• 50% reduction in adverse outcomes, based on averaged scores after they were weighted for severity (Mann, 2006) • After implementation of a interdisciplinary communication tools to improve rounds, the average length of ICU stays were reduced by 50% (Pronovost, 2003) • Teamwork and communication skills, more than previous surgical experience, determine how quickly medical personnel develop expertise in new technology (e.g., robotics for minimally invasive cardiac surgery) (Pisano 2001)

Evolution of TeamSTEPPS

• Department of Defense • Agency for Healthcare and Quality • Research Organizations • Universities • Medical and Business Schools • Hospitals – Military and Civilian, Teaching and Community-Based • Healthcare Foundations • Private Companies • Subject Matter Experts in Teamwork, Human Factors, an Crew Resource Management (CRM)

TeamSTEPPS

Team Strategies & Tools to Enhance Performance & Patient Safety

“Initiative based on evidence derived from team performance … leveraging more than 25 years of research in military, aviation, nuclear power, business and industry…to acquire team competencies”

Patient Safety Movement

1995 DoD MedTeams ® ED Study “To Err is Human” IOM Report 1999 2001 JCAHO National Patient Safety Goals 2003 2004 TeamSTEPPS

Medical Team Training

Executive Memo from President Institute for Healthcare Improvement 100k lives Campaign 2005 2006 Patient Safety and Quality Improvement Act of 2005

TeamSTEPPS at Newport Hospital

• The Department of Defense (DoD) and the Agency for Healthcare Research and Quality (AHRQ) developed TeamSTEPPS, a teamwork system which offers a powerful solution to improving collaboration and communication within Healthcare • Newport Hospital implemented TeamSTEPPS in 2007 to support its Culture of Safety

Implementation Plan

• Hospital-wide training – Overview sessions in September of 2007 – Management overview in January of 2008 – Champion development in April / May 2008 – Ongoing specific skill focus on the 3 rd Thursday of every month • Hospital-wide phrase for clarity – “I need clarity” • Action Planning coordinated by Directors/VPs – Specific tools and techniques for departments

Your Opportunity

• If I had a “Magic Wand” and could make changes within my unit or department in the areas of patient quality and safety…

Why Do Errors Occur – Some Obstacles

• Workload fluctuations • Interruptions • Fatigue • Multi-tasking • Failure to follow up • Poor handoffs • Ineffective communication • Not following protocol • Excessive professional courtesy • Halo effect • Passenger syndrome • Hidden agenda • Complacency • High-risk phase • Strength of an idea • Task (target) fixation

Institute of Medicine Report

• Impact of Error – 44,000 – 98,000 annual deaths occur as a result of errors – Medical errors are the leading cause, followed by surgical mistakes and complications – More Americans die from medical errors than from breast cancer, AIDS, or car accidents – 7% of hospital patients experience a serious medication error

Cost associated with medical errors is $8 - $29 billion annually.

Team Competency Outcomes Knowledge •Shared Mental Model Attitudes •Mutual Trust •Team Orientation Performance •Adaptability •Accuracy •Productivity •Efficiency •Safety

PERFORMANCE Leadership Communication Situation Monitoring Mutual Support SKILLS KNOWLEDGE

TeamSTEPPS is an evidence-based framework to optimize performance across the healthcare delivery system

ATTITUDES

Key Principles Team Structure

Delineates fundamentals such as team size, membership, leadership, composition, identification and distribution

Leadership

Ability to coordinate the activities of team members by ensuring team actions are understood, changes in information are shared, and that team members have the necessary resources

Situation Monitoring

Process of actively scanning and assessing situation elements to gain information, understanding, or maintain awareness to support functioning of the team

Mutual Support

The ability to anticipate and support other team members' needs through accurate knowledge about their responsibilities and workload

Communication

Process by which information is clearly and accurately exchanged among team members

Multi-Team System For Patient Care

PATIENT CORE TEAM COORDINATING TEAM ANCILLARY SERVICES ADMINISTRATION Team Structure CONTINGENCY TEAMS

Effective Team Leaders

• Organize the team • Articulate clear goals • Make decisions through collective input of members • Empower members to speak up and challenge, when appropriate • Actively promote and facilitate good teamwork • Skillful at conflict resolution

Team Events

• Planning – Brief • Problem Solving – Huddle • Process Improvement – Debrief

Situation Monitoring

Situation Monitoring (Individual Skill) Situation Awareness (Individual Outcome) Shared Mental Model (Team Outcome) Situation monitoring is the process of continually scanning and assessing what’s going on around you to maintain situation awareness.

Situation awareness is “knowing what is going on around you.” With a shared mental model, all team members are “on the same page.”

Cross Monitoring

• An error reduction strategy that involves: – Monitoring actions of other team members – Providing a safety net within the team – Ensuring mistakes or oversights are caught quickly and easily – “Watching each other’s back”

STEP

• A tool for monitoring situations in the delivery of health care TATUS OF THE PATIENT EAM MEMBERS NVIRONMENT ROGRESS TOWARD GOAL

I’m

SAFE

Checklist

 I = Illness  M = Medication  S = Stress  A = Alcohol and Drugs  F = Fatigue  E = Eating and Elimination

Task Assistance

• Team members protect each other from work overload situations • Effective teams place all offers and requests for assistance in the context of patient safety • Team members foster a climate where it is expected that assistance will be actively

sought

and

offered

Feedback

• Information provided for the purpose of improving team performance  Timely – occurred given soon after the target behavior has  Respectful – focus on behaviors, not personal attributes  Specific – correcting be specific about what behaviors need  Directed towards improvement – future improvement provide directions for  Considerate – consider team member’s feelings and deliver negative information with fairness and respect

Advocacy and Assertion

• Advocate for the patient – Invoked when team members’ viewpoints don’t coincide with that of the decision maker – Assert a corrective action in a firm respectful manner and • Make an opening • State the concern • Offer a solution • Obtain an agreement

Two-Challenge Rule

• When an initial assertion is ignored: – It is your responsibility to assertively voice concern at last two times to ensure it has been heard – The team member being challenged must acknowledge – If the outcome is still not acceptable • Take a stronger course of action • Utilize a supervisor or chain of command Empowers all team members to “stop the line” if they sense or discover an essential safety breach!

CUS

I am I am This is a ONCERNED!

NCOMFORTABLE!

AFETY ISSUE!

DESC Script

• A constructive approach for managing and resolving conflict –

D

– Describe the situation or behavior, provide concrete data – – –

E

– Express how the situation makes you feel/what your concerns are

S

– Suggest other alternatives and seek agreement

C

– Consequences should be stated in terms of impact on established team goals; strive for consensus

SBAR

• A technique for communicating critical information – Situation –

What is going on?

– Background –

What is the background or context?

– Assessment –

What do I think the problem is?

– Recommendation –

What would I do to correct it?

Call Out

• Strategy used to communicate important or critical information – Informs all team members simultaneously during emergent situations – Helps team members anticipate next steps – Important to direct responsibility to a specific individual responsible for carrying out the task

Check Back

• Process of employing closed-loop communication to ensure that information conveyed by the sender is understood by the receiver as intended – Sender initiates the message – Receiver accepts the message and provides feedback – Sender double-checks to ensure that the message was received

Handoff

• The transfer of information (along with authority and responsibility) during transitions in care across the continuum; to include an opportunity to ask questions, clarify and confirm – Shift changes – Physicians transferring complete responsibility – Patient transfers

TeamSTEPPS Overview and Essentials

PERFORMANCE Leadership KNOWLEDGE Communication Situation Monitoring Mutual Support SKILLS ATTITUDES