NewYork-Presbyterian Morgan Stanley Children's Hospital, New York, NY, USA.
Present affiliation: Kravis Children's Hospital, Mount Sinai Medical Center, New York, NY, USA.
BMC Med Educ. 2019 Jul 22;19(1):272. doi: 10.1186/s12909-019-1711-y.
In the United States, post-cardiac arrest debriefing has increased, but historically it has occurred rarely in our pediatric intensive care unit (PICU). A fellow-led debriefing tool was developed as a tool for fellow development, as well as to enhance communication amongst a multidisciplinary team.
A curriculum and debriefing tool for fellow facilitators was developed and introduced in a 41-bed cardiac and medical PICU. Pre- and post-intervention surveys were sent to multidisciplinary PICU providers to assess effectiveness of debriefings using newly-trained leaders, as well as changes in team communication.
Debriefing occurred after 84% (63/75) of cardiac arrests post-intervention. Providers in various team roles participated in pre-intervention (129 respondents/236 invitations) and post-intervention (96 respondents /232 invitations) surveys. Providers reported that frequently occurring debriefings increased from 9 to 58%, pre- and post-intervention respectively (p < .0001). Providers reported frequent identification and discussion of learning points increased from 32% pre- to 63% post-intervention. In the 12 months post-intervention, 62% of providers agreed that the overall quality of communication during arrests had improved, and 61% would be more likely to request a debriefing after cardiac arrest.
The introduction of a fellow-led debriefing tool resulted in regularly performed debriefings after arrests. Despite post-intervention debriefings being led by newly-trained facilitators, the majority of PICU staff expressed satisfaction with the quality of debriefing and improvement in communication during arrests, suggesting that fellow facilitators can be effective debrief leaders.
在美国,心脏停搏后汇报已有所增加,但在我们的儿科重症监护病房(PICU),这种情况历史上很少发生。开发了一种由研究员领导的汇报工具,既是为了培养研究员,也是为了加强多学科团队之间的沟通。
在一个拥有 41 张床位的心脏和内科 PICU 中,开发并引入了一个研究员指导工具和汇报课程。在干预前后向多学科 PICU 提供者发送了调查,以评估使用新培训的领导者进行汇报的效果,以及团队沟通的变化。
干预后,有 84%(63/75)的心脏骤停后进行了汇报。各个团队角色的提供者参加了干预前(129 名应答者/236 名邀请)和干预后(96 名应答者/232 名邀请)的调查。提供者报告说,频繁发生的汇报从干预前的 9%增加到了干预后的 58%(p<0.0001)。提供者报告说,学习点的频繁识别和讨论从干预前的 32%增加到了干预后的 63%。在干预后的 12 个月内,62%的提供者同意,在心脏骤停期间,整体沟通质量有所提高,61%的人在心脏骤停后更有可能要求进行汇报。
引入了由研究员领导的汇报工具后,心脏骤停后定期进行了汇报。尽管干预后由新培训的协调员领导汇报,但大多数 PICU 工作人员对汇报质量和心脏骤停期间沟通的改善表示满意,这表明研究员协调员可以成为有效的汇报领导者。