Perceived barriers to multiprofessional team briefings in operating theatres: a qualitative study

Abstract

ObjectivesThis study investigates perceived barriers towards the implementation of multiprofessional team briefings (MPTB) in operating theatres, as well as ways to overcome these perceived barriers. Previous research shows that MPTB can enhance teamwork and communication, but are underused in operating theatres. By adopting a multilevel systems perspective, this study examines perceived barriers and solutions for MPTB implementation.DesignParticipants completed open-ended survey questions. Responses were coded via qualitative content analysis. The analysis focused on themes in the responses and the systems level at which each barrier and solution operates.SettingFour tertiary hospitals in Australia.Participants103 operating theatre staff, including nurses, surgeons, anaesthetists, technicians and administrators.ResultsParticipants identified barriers and solutions at the organisational (15.81% of barriers; 74.10% of solutions), work group (61.39% of barriers; 25.09% of solutions) and individual level (22.33% of barriers; 0% of solutions). Of all the perceived barriers to MPTB occurrence, a key one is getting everyone into the room at the same time . Matching of perceived barriers and solutions shows that higher systems-level solutions can address lower level barriers, thereby showing the relevance of implementing such wider reaching solutions to MPTB occurrence (including work practices at occupational level and above) as well as addressing more local issues.ConclusionsSuccessful MPTB implementation requires changes at various systems levels. Practitioners can strategically prepare and plan for systems-based strategies to overcome barriers to MPTB implementation. Future research can build on this study’s findings by directly examining higher systems-level barriers and solutions via detailed case analyses.

Long‐term effects of perioperative briefing and debriefing on team climate: A mixed‐method evaluation study

“…A number of the barriers of briefing and debriefing identified in this study were in accordance with Fruhen et al, 17 for example, incomplete staffing, negative attitudes towards debriefing and having different surgeons throughout the day. However, the same study also mentioned that a lack of knowledge about briefings hindered performance 17 . We did not find such a barrier, which shows that perioperative briefing and debriefing are well‐integrated in our hospital.…”

“…While it is generally known that these types of interventions have a positive effect on patient safety outcomes and teamwork, the long‐term effects are relatively undiscovered 16 . Moreover, there remains resistance from surgical staff towards perioperative briefing and debriefing 17 . For example, they often complain about the administrative burden of patient safety interventions.…”

Long-term effects of perioperative briefing and debriefing on team climate: A mixed-method evaluation study

“…A number of the barriers of briefing and debriefing identified in this study were in accordance with Fruhen et al , 17 for example, incomplete staffing, negative attitudes towards debriefing and having different surgeons throughout the day. However, the same study also mentioned that a lack of knowledge about briefings hindered performance.…”

“…However, the same study also mentioned that a lack of knowledge about briefings hindered performance. 17 We did not find such a barrier, which shows that perioperative briefing and debriefing are well-integrated in our hospital. A prominent barrier to debriefing we identified was the lack of safe culture for giving feedback.…”

“…16 Moreover, there remains resistance from surgical staff towards perioperative briefing and debriefing. 17 For example, they often complain about the administrative burden of patient safety interventions. Physicians spend, on average, 1.7 hours per day to non-patient-related administrative work, which accounts for approximately one-sixth of their total working hours.…”