Non-technical skills for surgeons in the operating room: A review of the literature

Yule, Steven; Flin, Rhona; Paterson-Brown, Simon; Maran, Nicola

doi:10.1016/j.surg.2005.06.017

Cited by 610 publications

(246 citation statements)

References 35 publications

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“…She reported that most studies have focused on stable teams with well-defined tasks and conditions that are not usually found in ORs and that the literature has not examined how leadership can influence team effectiveness in highly dynamic, intense, and uncertain environments. Yule, Flin, Paterson-Brown, and Maran (2006) examined the literature assessing the nontechnical skills of surgeons in the OR. Their review identified four core categories of skills: communication, teamwork, leadership, and decision making.…”

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confidence: 99%

Assessing the performance of surgical teams

Leach

Myrtle

Weaver

et al. 2009

Health Care Management Review

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Background: High-performing and high-reliability teams are an important component of service delivery. With a focused emphasis on safety in acute care hospitals, understanding the nature of surgical teams and team performance is an essential component to achieving high-quality surgical care. More information is needed about the challenges to effective team functioning in the operating room, the influence of working conditions, and the environmental context on surgical team performance. Purpose: The purpose of this study is to describe the nature of surgical teams and how they perform in the operating room to contribute to a broader knowledge about high-performing and high-reliability teams in health care settings. Methodology/Approach: We conducted a qualitative study involving direct observation and semistructured interviews. Field observations of 10 high-complexity surgeries and face-to-face interviews with 26 members of surgical teams were completed at one university medical center. A conceptual framework derived from the literature was developed to guide the selection of surgeries and surgical teams to be observed. Data were transcribed and analyzed to identify the factors and different conditions that influence the performance of these surgical teams. Findings: The type of coordination and the degree of independent and interdependent coordination vary among the seven observed stages of the surgical process. Most of the surgical teams were ad hoc teams and as such, further challenged by consistently frequent ''hand-offs'' for break relief. Additional role demands influence the situational dynamics which can alter the adaptive capacity of the team. Practice Implications: The surgical event evokes a changing degree of coordination and adaptation to complexity and uncertainty. In such environments, relational coordination through leadership can contribute to a successful surgical result, improvement of the overall process, including error reduction, and enhanced knowledge creation and dissemination, particularly germane in research university teaching hospitals.

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confidence: 99%

Assessing the performance of surgical teams

Leach

Myrtle

Weaver

et al. 2009

Health Care Management Review

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“…Previous research has demonstrated the benefits of inter-disciplinary simulation in enhancing team working between different specialties (Yule, Flin, Paterson-Brown & Maran, 2006). However within disciplines there also exists a hierarchical structure, for example the relationship between junior and senior doctors, which requires individuals to take on followership or leadership roles.…”

Section: Discussionmentioning

confidence: 99%

Mixing Pre-clinical and Clinical Medical Students in Full Patient Simulation: Impacts and Outcomes

Everitt¹,

Seale²,

Butchers³

et al. 2017

MedEdPublish

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“…According to the literature and the 2011 Taiwan patient safety reporting system statistics (Joint Commission of Taiwan, 2011), the most common causes of medical abnormal happenings are poor communication and team cooperation. This indicates that teamwork skills have a great impact on the safety of the patients (Yule et al, 2006).…”

Section: Partnershipmentioning

confidence: 98%

Analyzing Influential Factors of Lean Management

Lai¹,

Yang²

2017

IBR

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The study explores the key factors influencing Lean management and evaluates their individual weights to identify what leads to a successful hospital management. It adopts the 4P Excellence Model in Lean management to assess and measure the healthcare organizations from the five perspectives: leadership, people, partnership, processes, and products. To explore the potential factors, the study employs the analytic hierarchy process (AHP) method and multi-expert judgment to prioritize the significance of each factor. The study has led to a number of useful insights. Processes are crucial when hospitals advocate lean management. Among the 18 sub-factors in the five criteria, the most significant factors include patient-centered care, clearly defined work content, rewarding teamwork effort, continual learning and upgrading, and increasing the clinic quality. To satisfactorily carry out Lean management, a hospital should continuously strive for improvement, pursue perfection, engender organizational culture, strengthen teamwork, and create mutual trust among team members. Moreover, patient-centered care beliefs should be actively implemented. To provide seamless care, patients and their families should be the main foci. The results could be used by hospital managers to improve their skills and knowledge when implementing Lean management. In addition, the framework developed herein could potentially lend itself to many practical applications.

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Non-technical skills for surgeons in the operating room: A review of the literature

Cited by 610 publications

References 35 publications

Assessing the performance of surgical teams

Assessing the performance of surgical teams

Mixing Pre-clinical and Clinical Medical Students in Full Patient Simulation: Impacts and Outcomes

Analyzing Influential Factors of Lean Management

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