Crisis Resource Management and Nontechnical Skills: From Individuals to Teams, From Danger to Safety

Savoldelli, Georges Louis; Brindley, Peter G.; Jaffrelot, Morgan; Cardinal, Pierre

doi:10.1016/b978-0-12-815657-5.00025-5

Cited by 9 publications

(12 citation statements)

References 118 publications

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“…Team attitudes represent the affective attributes (i.e., emotions and attitudes) that drive effective teamwork (e.g., team empowerment, team goal commitment, mutual trust) 29 . Studies targeting 'non-technical skills' or 'crisis resource management skills' were included, since those terms are often used to describe teamwork in the literature and refer to similar social and individual competencies involved in effective teamwork 31,32 .…”

Section: Discussionmentioning

confidence: 99%

Effectiveness of Interprofessional Manikin-Based Simulation Training on Teamwork Among Real Teams During Trauma Resuscitation in Adult Emergency Departments

et al. 2020

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This systematic review synthesizes the relevant evidence about the effectiveness of interprofessional manikin-based simulation training on teamwork among real teams during trauma resuscitation in adult civilian emergency departments. A systematic literature search was conducted in MEDLINE, CINAHL, EMBASE, EBM reviews, PsycINFO, and Web of Science with no time limit. Only experimental and quasi-experimental studies were included. Effects of the simulation intervention on teamwork were categorized according a modified version of the Kirkpatrick's model. From the 1120 studies found, 11 studies were included for synthesis. All studies showed immediate improvement in teamwork after training, but divergent results were found regarding skills retention. Although this review focused on interprofessional manikin-based simulations in real trauma teams, the results are similar to previous systematic reviews including different types of simulation. This raises significant questions regarding the importance of simulation design characteristics to improve teamwork in trauma care.

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Section: Discussionmentioning

confidence: 99%

Effectiveness of Interprofessional Manikin-Based Simulation Training on Teamwork Among Real Teams During Trauma Resuscitation in Adult Emergency Departments

et al. 2020

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“…Therefore, this stage, the fourth phase of the life cycle of crisis, is the goal of all the efforts of the managers. Once the signs of the crisis are diagnosed, the manager must regain control as soon as possible and decide on the most effective and efficient way to resolve and normalize the situation [15]. At the stage of resolution, the smooth operation of the business gradually returns.…”

Section: The Reaction Of Hr In a Crisismentioning

confidence: 99%

Business Strategies in HR in Times of Crisis: The Case of Agri-Food Industry in Central Greece

Ragazou

2021

Businesses

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Crisis, in whatever form it takes, is a challenge for modern business. The challenge lies in the fact that a company is prepared to balance the difficult conditions that are created, while preserving their business interest and efficiency. Thus, companies focus only on their perceived fixed bases, those that are in the internal environment such as the human capital. The need for better human resource management is more urgent than ever, and the burden on the business department is particularly great. The aim of this qualitative research is to highlight the strategies that were developed by agri-food companies in Greece and contribute to the maintenance and motivation of employees in the context of economic crisis. The methodology of this study is based on in depth interviews that were conducted in focus group discussion. Eleven companies from the agri-food sector in the region of Central Greece participated in the research. The executives highlighted three different strategies that were developed by agri-food companies in Greece, which focused on internal mobility, training and appraisal performance. Companies had to face different difficulties to use these strategies, but most of them proved that they can face their weaknesses and apply these strategies in a turbulent period like a financial crisis.

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“…6 In the current context, NTS include leadership, teamwork and communication together with the cognitive competencies of situation awareness and decision-making. 7 These are often described as 'human factors'. 8 These skills apply across healthcare teams, whether it be, for example, in surgical teams, 9,10 emergency teams 5,11 or healthcare students training in interprofessional settings.…”

Section: Introductionmentioning

confidence: 99%

Review article: Use of the Team Emergency Assessment Measure in the rating of emergency teams' non‐technical skills: A mapping review

Cooper

Connell

Cant

2023

Emerg Medicine Australasia

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The present study aims to explore the utility of the Team Emergency Assessment Measure (TEAM) in relation to the enhancement of emergency team non‐technical skills based on research conducted over the last decade. In this mapping review, a citation mining process identified 22 primary studies for inclusion, published between 2012 and 2022. It provides outcome data on emergency teams' non‐technical skills following team training and/or real‐life patient emergencies. Emergency team studies related to resuscitation teams (adult, paediatric, newborn and obstetric cases) and medical emergency team (MET) management of patient deterioration. Team performance ratings varied, ranging from approximately 90% for experienced clinical teams down to 38% for students. Statistically significant improvements in performance were notable following training and/or repeated practice. Validity evidence, across 11 studies that provided change data described positive learning outcomes and moderate intervention effects. However, according to Kirkpatrick's model of educational evaluation the studies were limited to professional development phases of learning and immediate post‐training assessments rather than care quality improvement. The review highlights a lack of studies evidencing quality improvement or clinical impact such as change of patient care practice or health service performance. There is a need to conduct well‐designed studies that explore both technical and non‐technical skills of resuscitation teams and METs. Currently, non‐technical skills training and repeated performance evaluations using the TEAM contribute immensely to the proficiency of emergency teams.

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Crisis Resource Management and Nontechnical Skills: From Individuals to Teams, From Danger to Safety

Cited by 9 publications

References 118 publications

Effectiveness of Interprofessional Manikin-Based Simulation Training on Teamwork Among Real Teams During Trauma Resuscitation in Adult Emergency Departments

Effectiveness of Interprofessional Manikin-Based Simulation Training on Teamwork Among Real Teams During Trauma Resuscitation in Adult Emergency Departments

Business Strategies in HR in Times of Crisis: The Case of Agri-Food Industry in Central Greece

Review article: Use of the Team Emergency Assessment Measure in the rating of emergency teams' non‐technical skills: A mapping review

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