Cross-education and Shared Social Events Rebuilt Trust Between Anesthesia and Care Teams
Lack of communication and sentiment of unity.
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Lack of communication and sentiment of unity.
A patient began stalking-like behavior on social media of one of our PACU nurses. The patient tried to “friend” and “follow” and even sent direct messages to staff member.
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With APPs (CRNAs and AAs) of varying experience levels, some who worked elsewhere, some who were locums staff, there was confusion about what intraoperative events were to be communicated to the anesthesiologists. Further, there was dissatisfaction from the APPs regarding…
When anesthetizing patients offsite, the anesthesia providers are cut off from others in their department. Should a team need additional help, the local staff may not know how to call the charge anesthesia providers or obtain additional personnel to help…
Our anesthesia care team experienced an acute trust fracture in 2019 that significantly impeded communication and collaboration. Relationships between anesthesiologists and nurse anesthetists were ice cold and patient safety became a genuine concern. An outside facilitator was brought in to…
After a follow-up on a peer-to-peer encounter, it was surprisingly found out that a member of the team had transient suicidal thoughts that were not identified. Peer support training, which was conducted by an outside national organization did not address…
Several safety incidents affecting patients under anesthesia in radiology settings prompted review of root causes. Many contributors and vulnerabilities pertaining to effective crisis management in these remote non-operating room locations were found. Crisis simulation training with participation of the entire…
Most of the time, we talk about the importance of reporting adverse events so that quality and safety leaders can review the event, and decide follow-up actions and potential systems changes. Rarely, do we discuss ways to share the outcomes…
Organization (The University of Oklahoma Graduate Medical Education Office) wanted to improve resident access to safety/well-being resources and did so in the form of an easy-to-use and always available badge card.
Failure of an earlier effort to improve fidelity to new CVOR-to-CVICU handoff process.
Lack of adoption of Quality Improvement (QI) projects by direct patient care providers in the direct patient care setting.
After three major disruptors to our practice: COVID, electronic health record implementation, and staffing shortages, we noticed decreasing efficiency throughout the spectrum of patient care. Specifically, delays in starting on time were highlighted as a major opportunity for improvement. Understanding…