Instructor of Clinical Emergency Medicine, Department of Emergency Medicine, University of Rochester Medical Center.
Associate Professor, Department of Emergency Medicine, Perelman School of Medicine at the University of Pennsylvania.
MedEdPORTAL. 2022 Oct 11;18:11278. doi: 10.15766/mep_2374-8265.11278. eCollection 2022.
Throughout training, emergency medicine (EM) residents must learn to work within, and eventually lead, multidisciplinary teams in high-acuity dynamic situations. Most residents do not undergo formal resuscitation team leadership training but learn these skills through mentorship by and observation of senior physicians. We designed and implemented a formal simulation-based leadership training program for EM residents.
We developed a resuscitation team leadership curriculum in which 24 junior EM residents participated in an initial simulation of a critically ill patient before undergoing a didactic presentation regarding crisis resource management (CRM) principles. Residents applied those principles in three subsequent simulations. Faculty observers evaluated each case using EM Milestones, the Ottawa Global Rating Scale (GRS), and critical actions checklists. Residents then completed surveys evaluating their own leadership and communication skills before and after the course.
Scores from the Ottawa GRS, critical actions checklists, and several of the EM Milestones were significantly better in the latter three cases (after completing the CRM didactics) than in the first case. After completing this curriculum, residents felt that their ability to both lead resuscitations and communicate effectively with their team improved.
Implementation of the resuscitation team leadership curriculum improved EM residents' leadership performance in critically ill patient scenarios. The curriculum also improved residents' comfort in leading and communicating with a team. Similar formal leadership development curricula, especially when combined with simulation, may enhance EM physician training. Future studies will include other multidisciplinary team members to create a more realistic and inclusive learning environment.
在培训过程中,急诊医学(EM)住院医师必须学会在高风险的动态环境中,与多学科团队合作,并最终领导多学科团队。大多数住院医师没有接受过正式的复苏团队领导培训,而是通过向资深医师学习和观察来学习这些技能。我们为急诊医学住院医师设计并实施了一项正式的基于模拟的领导培训计划。
我们开发了一项复苏团队领导课程,其中 24 名初级急诊医学住院医师在接受关于危机资源管理(CRM)原则的讲座之前,先对一名重病患者进行了初始模拟。住院医师在随后的三个模拟中应用了这些原则。教师观察员使用急诊医学里程碑、渥太华全球评分量表(GRS)和关键行动检查表对每个案例进行评估。然后,住院医师在课程前后完成了评估自己领导能力和沟通能力的调查。
在渥太华 GRS、关键行动检查表和几项急诊医学里程碑中,后三个案例(完成 CRM 讲座后)的得分明显高于第一个案例。完成该课程后,住院医师认为他们领导复苏和与团队有效沟通的能力有所提高。
实施复苏团队领导课程提高了急诊医学住院医师在危重病患者情景中的领导表现。该课程还提高了住院医师在领导和与团队沟通方面的舒适度。类似的正式领导发展课程,尤其是与模拟相结合,可能会增强急诊医师的培训。未来的研究将包括其他多学科团队成员,以创建更现实和包容的学习环境。