Durability of non-technical skills after simulation training

Naik, Viren N.; Savoldelli, G.; Joo, Hwan S.; Chandra, Deven B.; Weiss, Dov

doi:10.1007/bf03019886

Cited by 7 publications

(2 citation statements)

References 1 publication

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“…Retention of CRM skills was seen up to 6 months in a simulated environment (Thomas et al, 2010), which was consistent with previous work published on non-team based interventions (Naik, Savoldelli, Joo, Chandra, & Weiss, 2007). At higher levels of learning, however, retention of CRM skills were only seen for up to 1 week when measured in the workplace (Miller et al, 2012).…”

Section: Discussionsupporting

confidence: 85%

Impact of crisis resource management simulation-based training for interprofessional and interdisciplinary teams: A systematic review

Fung

Boet

Bould

et al. 2015

Journal of Interprofessional Care

153

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Crisis resource management (CRM) abilities are important for different healthcare providers to effectively manage critical clinical events. This study aims to review the effectiveness of simulation-based CRM training for interprofessional and interdisciplinary teams compared to other instructional methods (e.g., didactics). Interprofessional teams are composed of several professions (e.g., nurse, physician, midwife) while interdisciplinary teams are composed of several disciplines from the same profession (e.g., cardiologist, anaesthesiologist, orthopaedist). Medline, EMBASE, CINAHL, Cochrane Central Register of Controlled Trials, and ERIC were searched using terms related to CRM, crisis management, crew resource management, teamwork, and simulation. Trials comparing simulation-based CRM team training versus any other methods of education were included. The educational interventions involved interprofessional or interdisciplinary healthcare teams. The initial search identified 7456 publications; 12 studies were included. Simulation-based CRM team training was associated with significant improvements in CRM skill acquisition in all but two studies when compared to didactic case-based CRM training or simulation without CRM training. Of the 12 included studies, one showed significant improvements in team behaviours in the workplace, while two studies demonstrated sustained reductions in adverse patient outcomes after a single simulation-based CRM team intervention. In conclusion, CRM simulation-based training for interprofessional and interdisciplinary teams show promise in teaching CRM in the simulator when compared to didactic case-based CRM education or simulation without CRM teaching. More research, however, is required to demonstrate transfer of learning to workplaces and potential impact on patient outcomes.

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Section: Discussionsupporting

confidence: 85%

Impact of crisis resource management simulation-based training for interprofessional and interdisciplinary teams: A systematic review

Fung

Boet

Bould

et al. 2015

Journal of Interprofessional Care

153

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“…18 If this is incorporated with a focused debrief, technical skills have also been shown to improve. 19 A recent survey of UK military anaesthetists has provided evidence of general support for simulation in predeployment training. 20 Field surgical team…”

Section: Tri-service Anaesthetic Apparatus Simulation Coursementioning

confidence: 99%

Lessons from the battlefield: human factors in defence anaesthesia

Mercer

Whittle

Mahoney

2010

British Journal of Anaesthesia

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Anaesthetists in the Defence Medical Services spend most of their clinical time in the National Health Service and deploy on military operations every 6-18 months. The deployed operational environment has a number of key differences particularly as there is more severe trauma than an average UK hospital and injury patterns are mainly due to blast or ballistics. Equipment may also be unfamiliar and there is an expectation to be conversant with specific standard operating procedures. Anaesthetists must be ready to arrive and work in an established team and effective non-technical skills (or human factors) are important to ensure success. This article looks at some of the ways that the Department of Military Anaesthesia, Pain and Critical Care prepares Defence Anaesthetists to work in the deployed environment and focuses on the importance of human factors. This includes current work in the field hospital in Afghanistan and also preparing to work for the Royal Air Force and Royal Navy. We highlight the importance of human factors with reference to the type of case mix seen in the field hospital. We also detail the current pre-deployment training package, which employs multiple educational tools including high-fidelity simulation.

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