A qualitative study of how inter‐professional teamwork influences perioperative nursing

Abstract

Aim To explore Norwegian operating room nurses’ perceptions of how team skills in the inter‐professional operating room team influence perioperative nursing in relation to patient safety. Design A qualitative, descriptive study based on interviews. Methods Ten operating room nurses (N = 10) employed in four Norwegian hospitals were interviewed individually. A qualitative inductive content analysis was conducted. The study was reported adhering to the Consolidated Criteria for Reporting Qualitative Research Checklist. Results Three generic categories, containing three subcategories each, were identified illuminate the operating room nurses’ perceptions. The operating room team's team skills influence on (a) the quality of perioperative nursing, about task performance, result for the patient and learning; (b) the progress of perioperative nursing, by keeping focus on the task, being prepared and task distribution and (c) the operating room nurses’ work environment in the operating room, including confidence, stress and energy use and irritation or job satisfaction.

Examining the views of operating room nurses and physicians on the relationship between professional values and professional communication

“…On the contrary, the results of the study of Gabriele Prati (2014) show that physicians have a better understanding of the significance of teamwork and claim to be more involved in teamwork activities [ 27 ]. It appears that the main reasons for the personnel’s greater emphasis on teamwork are differences between individuals’ professional perceptions and physician-centeredness in Iran: from the physicians’ point of view, since operations are performed by surgeons, teamwork in the operating room means being aware of the surgeons’ needs and following the surgeons’ instructions, not consulting others or transferring experiences [ 1 , 28 ]. In addition, since the healthcare system in Iran belongs to the public sector and the hospitals in the present study were educational organizations, the surgeons in these hospitals are frequently replaced by other surgeons, while the other personnel’s stay lasts for many years.…”

Is Organizational Communication Climate a Precondition for Patient-Centered Care? Insights from a Key Informant Survey of Various Health and Social Care Organizations

“…Hospitals have the highest number of employees, characterized by a high variation of professional groups and interests. These characteristics were found to facilitate coordination and communication problems [16] and may further explain the lower values for PCC in hospitals. In hospitals, communication takes place between various professional groups and between several and alternating individuals.…”

“…A lack of these characteristics might contribute to a work environment, in which errors, risks, oversights, and deviations are not openly communicated. As a consequence, organizational communication climate was found to negatively affect patient outcomes [14][15][16] such as patient satisfaction [17][18][19], patient safety [12,16,19], complications, or death [20]. Another consequence of a positive open organizational communication climate might be healthy, supportive relationships, and a good well-being of employees, which in turn are strongly associated with the implementation of PCC [9,19].…”

Examining the Views of Operating Room Nurses and Physicians on the Relationship between Professional Values and Professional Communication

“…On the contrary, the results of the study of Gabriele Prati (2014) show that doctors have a better understanding of the signi cance of teamwork and claim to be more involved in teamwork activities(26). It appears that the main reasons for the personnel's greater emphasis on teamwork are differences between individuals' professional perceptions and doctor-centeredness in Iran: form the doctors' point of view, since operations are performed by surgeons, teamwork in the operating room means being aware of the surgeons' needs and following the surgeons' instructions, not consulting others or transferring experiences (1,27). In addition, since the healthcare system in Iran belongs to the public sector and the hospitals in the present study were educational organizations, the surgeons in these hospitals are frequently replaced by other surgeons, while the personnel's stay lasts for many years.…”

“…János Kollár (2016) refers to ineffective professional communication as a contributory factor in medical personnel's burnout(28). Thekla Holmes (2019) introduces good teamwork as a primary contributor to personnel's work satisfaction (27).…”