Walker Craig Andrew, McGregor Laura, Taylor Cameron, Robinson Sara
Emergency Department, Royal Infirmary of Edinburgh, Edinburgh, United Kingdom.
Critical Care Department, St John's Hospital, Livingston, United Kingdom.
Clin Exp Emerg Med. 2020 Dec;7(4):259-266. doi: 10.15441/ceem.19.086. Epub 2020 Dec 31.
Team-based resuscitation in emergency departments (EDs) is an excellent opportunity for hot debriefs (HDBs). In creating a bespoke HDB model for emergency medicine resuscitations, we sought to optimize learning from clinical experience, identify team strengths, challenges, encourage honest reflection and focus on ways of improving future performance.
Multidisciplinary ED focus groups reviewed existing models, identified benefits/barriers and created new frame works, testing and adapting further using fottage of a simulated complex resuscitation case. The new HDB tool was coined: "STOP5" (STOP for 5 minutes). Cases targeted were prehospital retrievals, major trauma, cardiac arrests, deaths in resuscitation, and staff-triggered. The framework details included a specifically scripted introduction followed by core elements that were S: summarize the case; T: things that went well; O: opportunities to improve; P: points to action and responsibilities. Staffs were surveyed at 1 month prior then 6 and 18 months post-introduction. Data collection forms were used to identify and track hard outcomes/system improvements resulting directly from HDBs.
Potential benefits identified by respondents included: improved staff morale; team cohesion; improved care for future patients; promoting a culture for learning, patient safety and quality improvement. Ten process and equipment changes resulted directly from STOP5 over 12 months.
We anticipate the STOP5 framework to be globally generalizable and effective for many ED teams.
急诊科基于团队的复苏是进行即时总结汇报(HDB)的绝佳机会。在为急诊医学复苏创建定制的HDB模型时,我们试图优化从临床经验中学习的过程,识别团队优势、挑战,鼓励坦诚反思,并专注于提高未来表现的方法。
多学科急诊科焦点小组审查了现有模型,确定了益处/障碍,并创建了新的框架,通过模拟复杂复苏病例的录像进一步进行测试和调整。新的HDB工具被命名为:“STOP5”(即停止5分钟)。目标病例包括院前急救、重大创伤、心脏骤停、复苏中的死亡病例以及由工作人员触发的病例。框架细节包括一个专门编写的介绍,随后是核心要素,即S:总结病例;T:进展顺利的事情;O:改进的机会;P:行动要点和责任。在引入前1个月以及引入后6个月和18个月对工作人员进行调查。使用数据收集表来识别和跟踪直接由HDB导致的硬性结果/系统改进。
受访者确定的潜在益处包括:提高工作人员士气;增强团队凝聚力;改善对未来患者的护理;促进学习、患者安全和质量改进的文化。在12个月内,直接因STOP5导致了10项流程和设备的改变。
我们预计STOP5框架在全球范围内具有通用性,对许多急诊科团队有效。