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Michael St. Crisis Management in Acute Care Settings. Third Edition. Robert Simon. Harvard University. Boston, MA. Erlangen Germany. Library of Congress Control Number: ISBN The use of general descriptive names, registered names, trademarks, service marks, etc.
The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper. As authors we would like to dedicate this book to very special people. The dedication, skills and intelligence they apply every.
Perhaps, Michael St. Or were they aware of the controversies surrounding the origin of this eponym? Well covered is the notion that when people are under stress, time pressure, fatigue, or working within poorly designed structures many things can go wrong.
This book discusses how these organizational, psychological, cognitive, social, or environmental systems can unravel. Importantly, the authors also reveal how to pre- vent or interrupt their progression to disaster in clinical practice.
This book is a one-stop shop for those of us teaching or attempting to practice crisis management in acute care settings. For those running blogs or journal clubs on team- work or high reliability, each chapter can be read and discussed in depth; for those designing teamwork or CRM experiences, the extensive bibliography of each chapter provides a trove of evidence to explain the rationale behind learning objectives.
It is hard for all of us healthcare educators and quality and safety professionals to accept what Charles Perrow argued in his visionary book Normal Accidents:. Living with High-Risk Technologies : that neither constant vigilance nor system design can prevent error and accidents in complex systems.
Accidents and errors should not surprise us; rather, they are a normal part of what happens when humans. Daniel B. Pref ace. Alone we can do so little; together we can do so much. Helen Keller. Providing safe patient care in an acute care setting has always been and still is one of the great challenges of health care.
On a regular basis, healthcare professionals are faced with problems that are unexpected and threaten the lives and well-being of our patients. There are research traditions that focus on the clinical aspects of high acuity, emergent medical crises, e. Equally, there are rich and informative lines of research on psychology, teamwork, and organizational behavior.
The intent of this book is not only to organize and provide an overview of those disciplines as they apply to healthcare, but to make the fundamental concepts accessible, understand- able, and actionable by interested clinicians — all in one place. A set of skills is needed to enable healthcare professionals to reliably translate knowledge into safe patient care despite varying and often hindering circumstances.
These skills are what the following pages are about. You will not encounter any information concerning the clinical management of critical situations throughout the entire book. Instead, the book at hand focuses on people: on healthcare provid- ers from various specialties and professions who are expected to manage the unex- pected: nurses, physicians, paramedics, and technicians.
All of them have a set of clinical and human factors-related skills that enables or constrains their ability to. All of these practitioners can improve their performance by thoughtful application of the concepts, theories, and practical advice presented in Parts II, III, and IV of this book. It is designed to provide an overview of the problems that humans face in complex organizations in general and healthcare in particular.
Data on human error and accidents are presented and an argument is made about why the characteristics of acute clinical care intensify the possibility for errors.
The part presents a modern view of errors in healthcare, a view that the authors of this book subscribe to: Errors in healthcare are predominantly caused by people who are smart, capable, care about doing their best, and who are committed to improving their practice — but the human condition, poor teamwork, and organizational weak- nesses combine to create circumstances that lead to poor performance or errors.
Parts II, III, and IV focus on three areas of importance regarding how we func- tion within healthcare organizations when there is an emergent, high risk, tempo- rally bound crisis: individual, team, and organizational. Part II focuses on the psychology of our shared human condition. Despite the best of intentions and supe- rior clinical training, healthcare providers have inescapable cognitive limitations that contribute to errors and hinder successful crisis management. To help health- care providers better understand their natural strengths and weaknesses as human decision makers and action takers, this part provides an outline of the way the human mind operates when the stakes are high and time is limited.
Humans think and act the way they do because natural underlying psychological mechanisms pro- vide an approach to cope with environmental demands. Given that healthcare pro- viders are normally trying their best to help their patients, we present why errors are not the product of irrational psychological mechanisms, but instead are rational and originate from otherwise useful mental and psychological processes — most of which stem from and are common to all humans.
Some of them, like communica- tion patterns, can be changed. The third part of the book attends to teamwork considerations in healthcare. In emergent, acute situ- ations, a team is all in one place at the same time and must share information and coordinate actions when it is highly likely that no one has all the needed information and no one can take all the needed actions.
Performance-limiting factors that result in less than optimal care or errors are very often the result of applying weak, unin- formed, or faulty teamwork practices. Many weaknesses in teamwork are amenable to training with feedback complemented by periodic reinforcement. Thus, knowl- edge of successful strategies for improving team performance and having opportu-.
The fourth part of the book focuses on human behavior in organizations. Organizations and their systems are deeply embedded in the culture of every health- care organization and resistant to change. Changing the culture and putting effective systems in place is especially hard work.
There are many successful organizations around the world that place these considerations high among their priorities, e. There are two ways you may want to read the book. You may follow through the text according to its inner logic, chapter by chapter. Or you may prefer to read selected chapters. The book has a modular character in which every chapter stands alone and can be read without knowledge of previous ones. To avoid excessive redundancy, basic concepts are explained only once and then cross-referenced.
Every chapter follows the same pattern: A case study from an acute care situation illustrates central aspects of the subject matter and is then used as the reference point for the topic. What problems can be explained by this particular human factor? What can we transfer to our clinical environment? How can we apply the knowledge to improve clinical effectiveness and patient safety? A book like this one requires the combined perspectives of several disciplines.
This book grew out of a longstanding cooperation and friendship between a physi- cian with acute medical care background anesthesia, intensive care, prehospital emergency medicine providing simulation-based team training at his institution St.
The result we aimed for is a text rooted in the clinical environment of acute clinical care wrapped in a cohesive theoretical framework of cognitive, social, and organizational psychology.
The clinical relevance and the practicability of this book have been our major concerns. For us, this book has been a teamwork experience at its best. The process of writ- ing this book has been a challenging yet fruitful time for each of us.
All of us con- tributed to every chapter; we all take the responsibility for the inevitable errors. With the advent of the third edition, we continued working to enhance the book with additional information and even added a chapter. As with our endeavors toward the second edition, we found ourselves happily taking the opportunity to collec- tively revisit, rethink, and rewrite a number of concepts presented in the earlier book. We also continued to improve the writing and sharpen the description of the concepts and examples.
While two of us are native German language speakers St. The result, we hope, is an improved and even more worthwhile book that we are anxious to put in the hands of the interested reader. Erlangen, Germany. Remseck, Germany. Part I. Medical Service. Patient Care. Progression Toward Expert Status. Is an. From Needs to Intention. Need for Control. Part II. Individual Factors of Behavior. The Organization of Visual Perception.
Economy, Competence, and Safety. Guarding the Feeling. Fixation Error: Maintaining Mental Models. Assessment of Probability: Rules of Thumb. How to Deal with. Learn more about Scribd Membership Home. Much more than documents.
Crisis Management in Acute Care Settings 2016.pdf