Delivering the Promise to Healthcare: Improving Patient Safety and Quality of Care through aviation-related Crew Resource Management (CRM) Training
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1 Delivering the Promise to Healthcare: Improving Patient Safety and Quality of Care through aviation-related Crew Resource Management (CRM) Training by Stephen M. Powell, Captain Delta Airlines Healthcare Team Training, LLC
2 Definition of CRM The empowerment of all team members to promote safety and increase overall team performance. Source: Taylor,T. PhD. ERAU 2005.
3 Organizational Culture The values, beliefs, and behaviors that are shared by members of groups. Source: Helmreich and Davies. Can J Anesth 2004/51:6
4 Delta Airlines Culture prior to CRM Captain s Airline Captains operated autonomously Captains were not standardized Subordinates did not know what to expect from one flight to the next Co-pilots took on a go-with-the flow mentality and were not assertive Lack of effective crew communication Source: Byrnes and Black. Crew Resource Management. Weiner, Kanki, Helmreich, 1993.
5 Captain as King Video
6 Resultant Pilot Behaviors No group decision-making Communication was top down only Subordinate suggestions met with hostility Poor interpersonal diplomacy Inability to effectively manage resources 70% of errors were communication related Rule #1: Captain was always right Rule #2: See Rule #1 Source: Byrnes and Black. Crew Resource Management. Weiner, Kanki, Helmreich, 1993.
7 Summer of 1987 Series of Human Error Accidents and Near Misses Our Sentinel Events Took off on wrong runway Inadvertent complete in-flight engine shutdown Landed at the wrong airport Near miss with Continental over the North Atlantic Took off with the flaps up resulting in a crash (14 fatalities) Source: National Transportation Safety Board Accident Database.
8 Why did other Airlines need CRM?
9 CRM chosen to Transform Delta s Culture Crew Resource Management (CRM) training developed to Address specific attitudes Change related behavior Improve the performance of the cockpit crew Source: Helmreich, R
10 Steps used to Transform the Delta Consultant facilitated process initially Identified Leader(s) for change Formed an internal CRM Team Established CRM Goals Used Error Reporting / Database(s) and measured pilot CRM Performance Customized the CRM Program Source: Byrnes and Black. Crew Resource Management. Weiner, Kanki, Helmreich, 1993.
11 CRM Results Over 91% of participants felt CRM had improved their flight performance Over 85% of the participants believe that this training will improve flight safety There is recognition of the importance of the pre-flight briefing Flight attendants reported being treated with more respect after CRM and were made to feel more a part of the crew It is recognized that critique and debriefing are important Source: Salas, E., et al Team Training in the Skies: Does Crew Resource Management Training Work? Human Factors 2001.
12 CRM Results Voluntary Reporting Rates Increased Greater than 95% of error reports are sole source Source: Delta Airlines Safety May Accidents related to Crew Error Decreased Teamwork Improved CRM trained teams performed better improving across all team performance dimensions Communication Improved 41% improvement in communication interaction Source: Salas, E., et al Team Training in the Skies: Does Crew Resource Management Training Work? Human Factors 2001.
13 Aviation Mishap Trend Aviation Mishap Trend Source: National Transportation Safety Board.
14 Aviation Mishap Trend In the years , there were only 19 fatalities on major airlines in the United States. Source: National Transportation Safety Board.
15 CAP FO CRM CULTURAL EVOLUTION CAP FO FE FE CAP FO FE CAP FO CAP FO FE FE
16 Why Medicine needs CRM?
17 Junior staff should not question senior staff decisions? 50% 40% 30% 20% Surgeons Pilots 10% 0% Sexton JB, et al. BMJ. 2000;320:745-9.
18 Teamwork Level Rated High 80% 70% 60% 50% 40% 30% Surgeons Anesthesiologists Surgical Nurses Anesthesia Nurses Anesthesia Residents 20% 10% 0% Sexton JB, et al. BMJ. 2000;320:745-9.
19 More Healthcare Perceptions Greater than 50% of doctors and nurses find it difficult to discuss errors due to: Personal Reputation (76%) Threat of Malpractice (71%) Egos of other Team Members (60%) Only 33% of medical staff believe errors are handled appropriately in their hospital Source: Sexton, J. Error, Stress, and Teamwork in Medicine and Aviation: Cross Sectional Surveys. BMJ 2000.
20 Sound Familiar?
21 Steps needed to Transform the Healthcare Culture Identify Leader(s) for change Use an experienced CRM Consultant Form an internal CRM Team Establish CRM Goals Use your Error Reporting System / Database(s) and CRM Team Performance Metrics Customize the CRM Program to Align with your Organization s Goals
22 Find a Leader Dr. John Bookwalter, MD,FACS Chief of Surgery, Brattleboro Memorial Inventor of Codman Bookwalter Retractor Video
23 Form an Internal CRM Team CEO and Senior Management Patient Safety Committee Quality/ Performance Improvement Risk Management Data Services Education Change Agents (Doctors, Nurses, Staff) Experienced CRM Consultants
24 Establish CRM Goals Enhance patient safety through optimized team performance Promote team development, individual non-technical skills and personal growth Increase job satisfaction, decision-making and communication skills Modify the corporate shell Remediate problem behaviors
25 Create a Database Enterprise wide non-punitive voluntary reporting system Benchmarking capabilities Feedback loop across departments and to the individual reporter Near-miss data collection Drill down capabilities to identify threats and create solutions before they become an adverse event Measure team performance
26 Customize the CRM Program Use all collected data to determine Who should participate: All clinical and non-clinical staff who have direct patient contact Key elements of the program: Leadership, Teamwork, Communication Specific curriculum elements: Human Factors didactic sessions, role plays, case studies Workplace Observations Simulation
27 CRM-based Successes in Healthcare Beth Israel Deaconess OB/GYN results: Adverse outcomes reduced by 53% Hopkins ICU ICU average length of stay reduced by one full day resulting in estimated cost-savings $2M annually Methodist Memphis Hospital 50% reduction in surgical count errors in the OR Kaiser Permanente Oakland, CA Nurse turnover reduced by 16% Team satisfaction improved by 19%
28 Patient Safety Culture Process Results Structures Processes (EBM, Best practices) Patient Safety Culture Tools Technology (CPOE, EHR, IT) Human Performance (CRM) Source: Douglas McCarthy, Issues Research, Inc., Durango, Colorado Patient Safety Five Years After To Err is Human, November 4, 2004.
29 Future Developments Medicine needs to expand Virtual and Simulated Training opportunities to enhance not only technical skills, but also interpersonal, small group and interdisciplinary skills. Medical and nursing schools must address CRM training at the earliest stages of clinical training. As medicine becomes even more complex, non-technical and interpersonal skills become increasingly important. Source: Musson, D. Team Training and Resource Management in Healthcare. Harvard Health Policy Review, Spring 2000.
30 Future of CRM in Healthcare NBC Video
31 Delivering the Promise to Healthcare: Improving Patient Safety and Quality of Care through aviation-related Crew Resource Management (CRM) Training by Stephen M. Powell, Captain Delta Airlines Healthcare Team Training, LLC
Enhancing Safety Through Teamwork and Communication: Adapting CRM from Aviation to Medicine
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EUROPEAN ORGANISATION FOR THE SAFETY OF AIR NAVIGATION EUROCONTROL This document is issued as an EATCHIP Guideline. The contents are not mandatory. They provide information and explanation or may indicate