Can the Impact of Change of Surgical Teams in Cardiovascular Surgery Be Measured by Operative Mortality or Morbidity? A Propensity Adjusted Cohort Comparison

Abstract

The change in operating room personnel from the day team to the evening team added significant length to the total operating department time in cardiovascular surgery; however, its impact on most traditional outcome measures was difficult to demonstrate. More sensitive outcome measures may be required to assess the impact of teamwork interventions.

Impact of case-relevant and case-irrelevant communication within the surgical team on surgical-site infection

“…This study also adds to the growing evidence that the quality of teamwork in the operating theatre is related to patient outcomes. A shared understanding of important characteristics of a situation is a central feature of good teamwork, as suggested by the finding that operations done by familiar teams result in fewer complications. Case‐related communication may be an efficient way to achieve this common understanding.…”

Patient Safety in the Cardiac Operating Room: Human Factors and Teamwork

“…69,156,197,345,346 One study in a non-cardiac surgery setting identified marked differences between surgeons and nurses in the degree of familiarity with other team members, a factor known to impact patient safety. 21,28,60 In another study, nurses expressed more negative responses than physicians concerning their work unit's support of and attention to safety. 346 It is important to recognize that such findings may not be generalizable and that culture measurement tools have inherent limitations and applicability.…”

“…Morbidity and mortality are associated with system failures, 18 failures of coordination and communication, 58 reported levels of communication, 59 poor teamwork behaviors, 12 unfamiliarity among cardiac surgical team members, 21,60 and the number of minor events (disruptions) per case. 22 Other studies have linked teamwork quality and behaviors to surrogates such as increased length of operation, 23 number of technical errors in an operation, 46 number of major errors, 61 and stress levels of team members.…”

“…125,127 Studies of team cognition in aviation and the military, as well as in laboratory studies with students, have shown that September 3, 2013 experienced teams and teams familiar with one another have better team cognition (eg, shared mental model) and better outcomes than inexperienced teams. 21,60,[128][129][130][131] Shared knowledge affects team behaviors and performance (reviewed by Mathieu et al 132 ). Shared cognition improves team communication, [133][134][135][136] learning and self-regulation, 126,[137][138][139][140] and coordination.…”

Accomplishments of Naturalistic Decision Making Research and Applications to Emerging Defense Challenges

“…Lenker, Bax, & Swanstrom 1997;Muller, Zalunardo, Hubner, Clavien, & Demartines 2009;Brown, Parker, Quifionez, et. al., 2011;Stepaniak, Heij.…”