Surgical Team Mapping: Implications for Staff Allocation and Coordination

Sykes, Mark; Gillespie, Brigid M.; Chaboyer, Wendy; Kang, Evelyn

doi:10.1016/j.aorn.2014.03.018

Cited by 21 publications

(30 citation statements)

References 27 publications

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“…The cultivated shared mental model will help to maintain focus on the patient and help the team function more cohesively 27 31. Moreover, studies investigating fixed-teams yield positive results, with significantly shorter preparation, turnover time and procedure time 39. Building on this notion, surgical team mapping can potentially be useful for staff allocation and coordination.…”

Section: Discussionmentioning

confidence: 99%

Surgical team: improving teamwork, a review

Kumar

Morad

Sonsati

2019

Postgraduate Medical Journal

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Teams within surgery have been through countless cycles of refinement with an ever-increasing list of surgical team members. This results in a more dispersed team, making effective teamwork harder to achieve. Furthermore, the ad hoc nature of surgical teams means that team familiarity is not always given. The impact of this is seen across the field, with inadequacies leading to disastrous outcomes. This is a review of research that has been done into the topic of surgical teams. It will investigate barriers and consider the evidence available on how to improve the current system. Studies show an increased effectiveness of surgical teams with structures that allowed consistency in team members. The research advocates that advancements made in improving teamwork and efficiency can prove to be a low-cost but high-yield strategy for development. This can be in terms of simulated training, staff turnover management and fixed team allocation.

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Section: Discussionmentioning

confidence: 99%

Surgical team: improving teamwork, a review

Kumar

Morad

Sonsati

2019

Postgraduate Medical Journal

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“…Often before the surgeon arrives in the OR, the OR team performs multiple activities that, if delayed, will then delay the start of the surgical procedure (Porta et al, 2013). It is difficult for anyone to revise procedures to eliminate these delays, often due to fear of damaging relationships (Kodali et al, 2014) due to the changing team composition, which is also a barrier to OR team communication (Sykes et al, 2015).…”

Section: Surgeon Experiencementioning

confidence: 99%

An empirical examination of surgeon experience, surgeon rating, and costs in perioperative services

Venkataraman

Fredendall

Taaffe

et al. 2018

J of Ops Management

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We examine how physicians affect the flow of patients through Perioperative Services (POS) on the day of surgery by studying the effects of surgeon experience and surgeon quality (measured by Healthgrades rating) on patients' flow. We control for the work environment created by the POS manager's resource allocation decision, which determines the utilization levels of the three POS departments: Pre‐operative (PreOp), Operating Room (OR), and Post Anesthesia Care Unit (PACU). Using patient level data from a large teaching hospital, we find that POS managers in all three departments view overtime costs as more important than idle time costs, which implies that they keep capacity slack available for patient care in each department. Further, our findings suggest that highly experienced surgeons take ownership of their patients' experience in the POS and that their patients spend less time in PreOp and the OR. We argue that not only do more experienced surgeons perform surgical procedures more efficiently, but they also coordinate better with PreOp to reduce patient waiting time there. We find that a surgeon's rating has no direct effect on a patient's actual surgery time in the OR, but that the effect of surgeon experience on actual surgery time is higher, in magnitude, for a lower‐rated surgeon than for a higher‐rated surgeon. Finally, we conduct a counterfactual analysis and find that highly experienced surgeons reduce the total length of a patient's stay in the POS.

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“…Sykes et al, (37) write that expert surgical team members have shared understanding of each other`s tasks, roles and responsibilities. Other studies support this (2,8,11,21,).…”

Section: Respectingmentioning

confidence: 99%

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

Kaldheim¹,

Slettebø²

2016

NSF

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Background: Studies show that working as a team in the operating theatre can be a challenge, and that surgical teams are not so cohesive as might be expected.Methods: A qualitative approach with exploratory design was used, inspired by grounded theory (GT) as a methodology. The data are from semi-structured, open questions, interviews with eight female theatre nurses from four Norwegian operational units.Results: The study shows that the most important factor in the social process between theatre nurses co-operating with other team members, is respecting. This includes interactions where: the attitudes expressed make team members feel valued; team members show an understanding for each other; team members communicate constructively. The leader's role is to encourage the right attitudes, focusing on respect for one another.Conclusion: The study shows that cooperation is an inter-human process, which requires the presence of multiple factors in the relations between professionals. Organizational factors also play a decisive role in enhancing the quality of inter-disciplinary work. Strengthening teamwork can be a complex task in a multidisciplinary surgical team where conflicting professional identities exist. Here, organisational factors play a crucial role in improving the quality of interdisciplinary collaboration.Key words: Professions, social structure, team communication, interdisciplinary collaboration and respect. INTERACTION BETWEEN TEAM MEMBERS IN THE OPERATING THEATRE IntroductionOperating theatres are high-intensity, often high-stress, environments where team members must work together to provide patient-centered care. The working day for interdisciplinary surgical teams is often characterized by heavy workloads and demanding requirements for efficient use of time and resources (1 -4). An interdisciplinary surgical team is composed of a selection of specialized nurses (one to two nurse anaesthetists and two theatre nurses), physicians (one anaesthetist physician), and surgeons (one to two operators) (5). These teams are typically put together ad-hoc. Team memberships do not carry over from day to day (5).Salas et al. (6) define a team as "a distinguishable set of two or more people who interact dynamically, interdependently, and adaptively toward a common and valued goal, objective or mission, who have each been assigned specific roles or functions to perform, and who have limited life span of membership" (6, p. 4). Team members perform dynamic and interdependent tasks, sharing and adapting to common goals and carrying out specified roles and functions (7). Teamwork is an essential component of patient safety (1,8). Collaboration happens when multiple health workers from different professional backgrounds work together to deliver the highest quality of health care (9). Studies show that collaboration as an interdisciplinary surgical team in the operating theatre can be a challenge. "Group norms, roles, and the way one treats each other says something about how well the group works" (10, p. 92). ...

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Surgical Team Mapping: Implications for Staff Allocation and Coordination

Cited by 21 publications

References 27 publications

Surgical team: improving teamwork, a review

Surgical team: improving teamwork, a review

An empirical examination of surgeon experience, surgeon rating, and costs in perioperative services

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

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