Preface

Kanki, Barbara G.; Anca, José; Chidester, Thomas R.

doi:10.1016/b978-0-12-812995-1.00029-4

Cited by 5 publications

(7 citation statements)

References 0 publications

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“…Compulsory NTS training is a mainstay of safety‐critical industries [7, 62]. In order to fully integrate NTS into anaesthetic working practices, the Working Party recommends that the provision of NTS training becomes a routine part of the work of anaesthetists and the teams they work with, with appropriate time and resources allocated.…”

Section: Education and Trainingmentioning

confidence: 99%

“…Ensure that your skills are kept up to date: good technical skills free up cognitive capacity [62] or `make room´in your head for good non-technical skills [63,64] Co-operate with your team members [8] remember the importance of `followership´in addition to leadership [51] Verbalise your actions [8] and use closed loop communication [65] Be aware that your performance is liable to fall if working when hungry, angry, late or tired (HALT) and that the same is true for your colleagues [57] Optimise your own personal performance: prioritise sleep, exercise, regular food and drink, `stress bucket´management, positive selftalk (Table 6) [57] Mitigations…”

Section: Team Member Strategiesmentioning

confidence: 99%

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Implementing human factors in anaesthesia: guidance for clinicians, departments and hospitals

et al. 2023

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SummaryHuman factors is an evidence‐based scientific discipline used in safety critical industries to improve safety and worker well‐being. The implementation of human factors strategies in anaesthesia has the potential to reduce the reliance on exceptional personal and team performance to provide safe and high‐quality patient care. To encourage the adoption of human factors science in anaesthesia, the Difficult Airway Society and the Association of Anaesthetists established a Working Party, including anaesthetists and operating theatre team members with human factors expertise and/or interest, plus a human factors scientist, an industrial psychologist and an experimental psychologist/implementation scientist. A three‐stage Delphi process was used to formulate a set of 12 recommendations: these are described using a ‘hierarchy of controls’ model and classified into design, barriers, mitigations and education and training strategies. Although most anaesthetic knowledge of human factors concerns non‐technical skills, such as teamwork and communication, human factors is a broad‐based scientific discipline with many other additional aspects that are just as important. Indeed, the human factors strategies most likely to have the greatest impact are those related to the design of safe working environments, equipment and systems. While our recommendations are primarily provided for anaesthetists and the teams they work with, there are likely to be lessons for others working in healthcare beyond the speciality of anaesthesia.

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Section: Education and Trainingmentioning

confidence: 99%

Section: Team Member Strategiesmentioning

confidence: 99%

Implementing human factors in anaesthesia: guidance for clinicians, departments and hospitals

et al. 2023

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“…As such, their training should achieve the understanding of common goals, flawless coordination and cooperation, as well as resource and constraint awareness regarding the performance of different tasks (Espevik and Olsen, 2013), while predicting errors and safety failures (Fjeld et al, 2018). Furthermore, this training should allow for the development of higher levels of situational awareness, improving the alertness of team members, while fine-tuning their communication and decision-making skills in order to achieve the best possible performance, even when in more complex situations (Graff and Clark, 2018; Kanki, 2019).…”

Section: Team Training In the Naval Military Contextmentioning

confidence: 99%

“…As such, every crew member now had not only the right but also the responsibility of speaking whenever they considered necessary, with team leaders encouraging and rewarding this type of behaviour in their crew members (Ornato and Peberdy, 2014). Effective communication was found to be fundamental for task coordination, defining and accomplishing goals as well as improving safety operation in complex systems (Kanki, 2019), a key point for military naval operations. Enhancing communication between interdependent teams is achieved through the combined effect of what is communicated and how it is accomplished (Graff and Clark, 2018).…”

Section: Bridge Resource Management and The Minimisation Of Human Errormentioning

confidence: 99%

Bridge Resource Management: Training for the Minimisation of Human Error in the Military Naval Context

2020

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Naval maritime operations entail a permanent concern for safety, ensuring that all crew members receive the necessary information on time. This implies the existence of specific training for improving non-technical skills (NTS). This paper proposes that bridge resource management (BRM) may be determinant for the success of naval maritime operations. Through a literature review on NTS, maritime team training and BRM, the paper presents insights about the way the level of NTS, inherent to BRM, may be determinant for naval officers to operate in safety. We propose that human error may be minimised and safety maximised in military teams operating in the maritime environment through the implementation of an NTS training programme. The paper offers an insight into the importance of safety during maritime operations, focusing on recent international orientations about training requirements, proposing that implementing BRM will be pivotal for the future of the military navy context.

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“…In a notable study of ‘hurry‐up’ errors in aviation by McElhatton and Drew using National Aeronautics and Space Administration (NASA) data, high workload (e.g., time compression due to delay, high‐workload flight phase) produced the error in 80% of cases, physical or motivational predisposition to hurry in 73.6%, delay (e.g., due to aircraft maintenance or air traffic control clearance) in 55%, and social pressures (e.g., from gate agent/ground crew, peers or supervisors) in 38.4% 1–3 . Notably, it was concluded within the study that no single human behaviour is markedly more likely to result in a ‘hurry‐up’ error than another, and that, crew resource management, which describes cockpit teamwork, interpersonal communication, leadership, and decision‐making procedures, 4 can prevent and reduce the occurrence of these errors. When comparing the airline industry and the operating theatre, it is important to consider two distinct differences: air travel is not rationed, and the airline industry has alarms when actions are too slow or incorrect.…”

mentioning

confidence: 99%