Przednowek Tomasz, Stacey Camille, Baird Katherine, Nolan Robert, Kellar Jesse, Corser William D
Spectrum Health Lakeland.
Saint Agnes Medical Center.
Spartan Med Res J. 2021 Apr 13;6(1):21376. doi: 10.51894/001c.21376.
Regular debriefing has been associated with improved resource utilization and measurable improvements in team performance in crisis situations. While Emergency Department (ED) staff have often stated that they would like to be provided a formal debriefing model after "code blue" and similar events, few EDs have such protocols in place.
The study consisted of two data collection processes: (1) completion of a 7-item survey distributed pre-intervention, 6-months post-intervention, and 1-year post-intervention, and (2) completion of a Rapid Post-Code Debriefing form. Overall responses were measured on a possible 0-10 scale and individual responses were tracked. The debrief process was triggered by one of four criteria and followed a standard format using a readily available form.
A total of 178 pre- and post-debriefing protocol implementation survey responses were collected throughout the duration of the study. Of those, 79 (44.4%) were pre-protocol response surveys. The post-protocol responses were comprised of 51 (51.5%) six month and 48 (48.5%) 12-month surveys. The average overall satisfaction with code-response performance increased significantly following the implementation of the debriefing protocol, from M=6.661, SD=2.028 to M=7.90, SD=1.359 (independent t-test = 5.069, p<0.001). There was a statistically significant decrease regarding how respondents felt emotionally supported after a code by their staff, (Pearson Chi Square 14.977, df 4, p = 0.005).
During this study, implementation of a post-code debriefing resulted in increased overall satisfaction with how codes had been conducted and there was a significant change in how staff felt in regards to code team leaders and an expectation of "returning to work." However, there a noted overall decrease in perceptions of feeling supported by other staff involved during the code. Further studies in both community and academic-based ED settings are needed to further explore these complex relationships.
定期进行事后分析与危机情况下资源利用的改善以及团队绩效的显著提升相关。虽然急诊科工作人员经常表示,他们希望在“蓝色代码”及类似事件后能有一个正式的事后分析模式,但很少有急诊科制定了这样的协议。
该研究包括两个数据收集过程:(1)在干预前、干预后6个月和干预后1年完成一份7项调查,(2)完成一份快速代码后汇报表。总体回复在0至10分的量表上进行测量,并跟踪个体回复。事后分析过程由四个标准之一触发,并使用一份现成的表格遵循标准格式。
在研究期间共收集了178份事后分析协议实施前后的调查回复。其中,79份(44.4%)是协议前的回复调查。协议后的回复包括51份(51.5%)六个月和48份(48.5%)十二个月的调查。实施事后分析协议后,对代码响应表现的总体平均满意度显著提高,从M = 6.661,SD = 2.028提高到M = 7.90,SD = 1.359(独立t检验 = 5.069,p < 0.001)。在代码执行后,受访者对工作人员给予的情感支持的感受有统计学意义的下降(Pearson卡方检验14.977,自由度4,p = 0.005)。
在本研究中,实施代码后汇报导致对代码执行方式的总体满意度提高,并且工作人员对代码团队领导的感受以及“重返工作”的期望有显著变化。然而,在代码执行过程中,其他参与工作人员给予支持的感知总体上有所下降。需要在社区和学术型急诊科环境中进行进一步研究,以进一步探索这些复杂关系。