Getting to Havarti: Moving Toward Patient Safety in Obstetrics

Veltman, Larry

doi:10.1097/aog.0b013e318166e8ca

Cited by 11 publications

(19 citation statements)

References 2 publications

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“…20,21,23 One of TJC 2008 patient safety goals is to improve the effectiveness of communication among caregivers. Nurses and physicians are trained to be autonomous and experts in their field.…”

Section: Teamworkmentioning

confidence: 99%

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Crew Resource Management in Healthcare

McConaughey

2008

Journal of Perinatal &Amp; Neonatal Nursing

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The crew resource management training program was developed by the aviation industry in response to critical and fatal errors by the flight team. This article examines the evolution and application of crew resource management to the healthcare industry. The goal of this evolution was to increase patient safety through better communication and teamwork. To accomplish this goal, teamwork training programs, such as MedTeams, are being introduced to healthcare professionals. Clinical studies have yet to show conclusive results of these training programs. Further studies are ongoing and necessary.

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Section: Teamworkmentioning

confidence: 99%

“…18,23,29 In a Harvard Medical Practice Study, 30 more than 30 000 charts from 51 New York hospitals were reviewed. Since the IOM 18 report To Err Is Human: Building a Safer Health System was published, patient safety has become a critical issue in healthcare.…”

Section: Safetymentioning

confidence: 99%

Crew Resource Management in Healthcare

McConaughey

2008

Journal of Perinatal &Amp; Neonatal Nursing

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“…This is accomplished in a manner that affords opportunities for caregiver learning, analysis of operations, and correction of systems flaws. 1 Although impressive progress has been made in the design of patient-centered systems, many perinatal units have failed to fully adopt proven safety processes 4,25 Obstetric departments are not hardwired to prevent error. As a consequence, the incidence of preventable maternal and newborn injuries and death remains unacceptably high in some perinatal settings.…”

Section: Human Factors Engineering and High-reliability Operationsmentioning

confidence: 99%

“…2,3 The failure to keep pace with human factors innovations in the design of high-risk healthcare operations undoubtedly contributes to significant error and "never events"(serious errors that should never occur) in perinatal care. 4,5 This article defines medical error and describes how the interplay between human factors, technology, and the work environment influences medical error rates. The efficacy of HFE in reducing and mitigating errors in obstetric settings is discussed.…”

mentioning

confidence: 99%

Human Factors and Error in Perinatal Care

Mahlmeister¹

2010

Journal of Perinatal &Amp; Neonatal Nursing

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Perinatal nurses work with intricate systems requiring frequent interface with complex technology. This interplay is strongly influenced by the work environment and systems operations. The interplay among worker, technology, and the environment increases the risk of medical error, adverse patient outcomes, and in some instances, healthcare team member injury. Human factors engineering is an applied science that provides the study of the interface between people and machines. Human factors engineers design operations and systems that recognize the capacities and limitations of human beings and make it difficult for errors to occur. This article discusses the role of human factors research in healthcare design and the application of human factors engineering to perinatal settings. Recommendations are offered for the development of ultrasafe, high-reliability operations based on knowledge accrued through human factors research.

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“…(6) The Swiss cheese model of James Reason is an important concept describing how accidents occur in complex organizations such as labor and delivery units. (7) Reason's model suggests that when failures in existing defenses and safeguards line up, the trajectory of a potential accident can penetrate all of these accident protections to cause an injury.…”

Section: Introductionmentioning

confidence: 99%

The OB hospitalist and the risk manager: Ready for prime time

Veltman¹

2011

J of Healthc Risk Manag

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In 1996, Wachter and Goldman described a new model of care in which hospital-based physicians provided patients' inpatient care in lieu of the patient's primary physician.(1) They termed these physicians hospitalists. The hospitalist movement had taken hold, and by 1999, 65% of internists had hospitalists in their community and 28% reported using them for inpatient care.(2) In 2003, Louis Weinstein, in an article entitled "The Laborist: A New Focus of Practice for the Obstetrician"(3) advocated for the adoption of the hospitalist model to obstetrical care. In a 2010 study, of 28,545 members of the American College of Obstetricians and Gynecologists (ACOG) contacted in a national survey, 7,044 clinicians responded, which yielded a response rate of 25%. Of the respondents, 1,020 clinicians (15% of respondents, 3.6% of the entire sample) described themselves as obstetrics/gynecology hospitalists or laborists.(4) According to the web site www.obgynhospitalist.com, there are at least 115 hospitals in the country that utilize a laborist or OB hospitalist model of care.(5).

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Getting to Havarti: Moving Toward Patient Safety in Obstetrics

Cited by 11 publications

References 2 publications

Crew Resource Management in Healthcare

Crew Resource Management in Healthcare

Human Factors and Error in Perinatal Care

The OB hospitalist and the risk manager: Ready for prime time

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