Anaesthetists learn – do institutions also learn?

Abstract

In only a few contexts is the need for substantial learning more pronounced than in health care. For a health care provider, the ability to learn is essential in a changing environment. Although individual humans are programmed to learn naturally, organisations are not. Learning that is limited to individual professions and traditional approaches to continuing medical education is not sufficient to bring about substantial changes in the learning capacity of an institution. Also, organisational learning is an important issue for anaesthesia departments. Future success of an organisation often depends on new capabilities and competencies. Organisational learning is the capacity or processes within an organisation to maintain or improve performance based on experience. Learning is seen as a system-level phenomenon as it stays in the organisation regardless of the players involved. Experience from other industries shows that learning strategies tend to focus on single loop learning, with relatively little double loop learning and virtually no meta-learning or non-learning. The emphasis on team delivery of health care reinforces the need for team learning. Learning organisations make learning an intrinsic part of their organisations and are a place where people continually learn how to learn together. Organisational learning practice can help to improve existing skills and competencies and to change outdated assumptions, procedures and structures. So far, learning theory has been ignored in medicine, due to a wide variety of complex political, economic, social, organisational culture and medical factors that prevent innovation and resist change. The organisational culture is central to every stage of the learning process. Learning organisations move beyond simple employee training into organisational problem solving, innovation and learning. Therefore, teamwork and leadership are necessary. Successful organisations change the competencies of individuals, the systems, the organisation, the strategy and the culture.

Effizienz im OP – korrelieren Zahlen und Benchmarks tatsächlich mit einer Kapazitätsoptimierung?

“…Aus Sicht des OP-Managements gilt es, für häufig durchgeführte Eingriffe das Vorgehen zu standardisieren, dieses zu schulen und konsequent durchzusetzen. Für den perioperativen Prozess gilt es, die Erfahrungskurve zu thesaurieren und mittels Controlling Abweichungen zu identifizieren und zu korrigieren [13,14]. Die Erfahrungskurve ist ein wichtiges ökonomisches Gesetz und beschreibt in vielen Branchen und Industrien die Tatsache, dass mit der Verdoppelung einer kumuliert ausgebrachten Produktionsmenge die Produktionskosten um 20-30% sinken (oder die Qualität entsprechend besser wird).…”