全部 标题 作者
关键词 摘要

OALib Journal期刊
ISSN: 2333-9721
费用:99美元

查看量下载量

相关文章

更多...

Know Your Client and Know Your Team: A Complexity Inspired Approach to Understanding Safe Transitions in Care

DOI: 10.1155/2013/305705

Full-Text   Cite this paper   Add to My Lib

Abstract:

Background. Transitions in care are one of the most important and challenging client safety issues in healthcare. This project was undertaken to gain insight into the practice setting realities for nurses and other health care providers as they manage increasingly complex care transitions across multiple settings. Methods. The Appreciative Inquiry approach was used to guide interviews with sixty-six healthcare providers from a variety of practice settings. Data was collected on participants’ experience of exceptional care transitions and opportunities for improving care transitions. Results. Nurses and other healthcare providers need to know three things to ensure safe care transitions: (1) know your client; (2) know your team on both sides of the transfer; and (3) know the resources your client needs and how to get them. Three themes describe successful care transitions, including flexible structures; independence and teamwork; and client and provider focus. Conclusion. Nurses often operate at the margins of acceptable performance, and flexibility with regulation and standards is often required in complex sociotechnical work like care transitions. Priority needs to be given to creating conditions where nurses and other healthcare providers are free to creatively engage and respond in ways that will optimize safe care transitions. 1. Introduction Transitions in care are arguably one of the most important and challenging safety issues in healthcare today. Transitions in care involve the transfer of duties and accountabilities from one person, or group of people, to others. Transitions are a complex business that require a high degree of context-specific coordination and communication among different people with different backgrounds and skills. Consider one family’s experience with transitions in care. Two years ago, as the time was approaching for my father to be discharged after emergency hip reconstruction surgery, and three months of non-weight bearing rehabilitation, my mother became increasingly concerned about his impending discharge. In the weeks leading up to his discharge, I had several meetings with his social worker to discuss my mother’s reluctance to take my father home and her concern about his ability to once again take care of his colostomy. The social worker arranged for a number of things to happen, prior to his discharge, which enabled a smooth transition to home. A home safety assessment was conducted and bath bars and toilet seat supports were installed a week in advance of his expected date of discharge. Arrangements were made for

References

[1]  Association of Perioperative Registered Nurses, Perioperative Client “Hand-off Tool Kit”, 2007, http://www.aorn.org/PracticeResources/ToolKits/ClientHandOffToolKit/.
[2]  D. J. Solet, J. M. Norvell, G. H. Rutan, and R. M. Frankel, “Lost in translation: challenges and opportunities in physician-to-physician communication during patient handoffs,” Academic Medicine, vol. 80, no. 12, pp. 1094–1099, 2005.
[3]  American College of Obstetrics and Gynaecology, “Committee on Client Safety and Quality Improvement. Number 367. Communication strategies for client handoffs,” Obstetrics and Gynecology, vol. 109, pp. 1503–1505, 2007.
[4]  Australian Council for Safety and Quality in Health Care, Clinical Handover and Client Safety: Literature Review Report, 2005, http://www.safetyandquality.gov.au/wp-content/uploads/2012/01/clinhovrlitrev.pdf.
[5]  L. McCann, K. McHardy, and S. Child, “Passing the buck: clinical handovers at a New Zealand tertiary hospital,” New Zealand Medical Journal, vol. 120, no. 1264, 2007.
[6]  V. Arora, J. Johnson, D. Lovinger, H. J. Humphrey, and D. O. Meltzer, “Communication failures in patient sign-out and suggestions for improvement: a critical incident analysis,” Quality and Safety in Health Care, vol. 14, no. 6, pp. 401–407, 2005.
[7]  D. T. Bomba and R. Prakash, “A description of handover processes in an Australian public hospital,” Australian Health Review, vol. 29, no. 1, pp. 68–79, 2005.
[8]  K. Ye, D. McD Taylor, J. C. Knott, A. Dent, and C. E. MacBean, “Handover in the emergency department: deficiencies and adverse effects,” Emergency Medicine Australasia, vol. 19, no. 5, pp. 433–441, 2007.
[9]  L. Lingard, S. Espin, S. Whyte et al., “Communication failures in the operating room: an observational classification of recurrent types and effects,” Quality and Safety in Health Care, vol. 13, no. 5, pp. 330–334, 2004.
[10]  R. Behara, R. L. Wears, S. J. Perry et al., “A conceptual framework for studying the safety of transitions in emergency care,” in Advances in Client Safety: From Research to Implementation, vol. 2 of AHRQ Publication No. 050021 (2), pp. 309–321, Agency for Healthcare Research and Quality, Rockville, Md, USA, 2005.
[11]  E. Benson, C. Rippin-Sisler, K. Jabusch, and S. Keast, “Improving nursing shift-to-shift report,” Journal of Nursing Care Quality, vol. 22, no. 1, pp. 80–84, 2007.
[12]  A. Mei?ner, H.-M. Hasselhorn, M. Estryn-Behar, O. Nézet, J. Pokorski, and D. Gould, “Nurses' perception of shift handovers in Europe—results from the European Nurses' Early Exit Study,” Journal of Advanced Nursing, vol. 57, no. 5, pp. 535–542, 2007.
[13]  J. I. Singer and J. Dean, “Emergency physician intershift handovers: an analysis of our transitional care,” Pediatric Emergency Care, vol. 22, no. 10, pp. 751–754, 2006.
[14]  D. Tregunno, L. Jeffs, and H. Campbell, “Keeping patients safe: a systems perspective on regulatory standards,” Journal of Nursing Administration, vol. 37, no. 6, pp. 269–271, 2007.
[15]  D. Tregunno and B. Zimmerman, “A m?bius band: paradoxes of accountability for nurse managers,” in On the Edge: Nursing in the Age of Complexity, C. Lindberg, S. Nash, and C. Lindberg, Eds., pp. 159–184, Plexus Press, Bordentown, NJ, USA, 2008.
[16]  R. Stacey, Tools and Techniques of Leadership and Management: Meeting the Challenge of Complexity, Routledge, London, UK, 2012.
[17]  D. L. Cooperrider, P. F. Sorensen, and T. Yaeger, Eds., Appreciative Inquiry: An Emerging Direction for Organization Development, Stipes Publishing, Champaign, Ill, USA, 2001.
[18]  H.-F. Hsieh and S. E. Shannon, “Three approaches to qualitative content analysis,” Qualitative Health Research, vol. 15, no. 9, pp. 1277–1288, 2005.
[19]  M. M. Godfrey, E. C. Nelson, J. H. Wasson, J. J. Mohr, and P. B. Batalden, “Microsystems in health care: part 3. Planning patient-centered services,” Joint Commission Journal on Quality and Safety, vol. 29, no. 4, pp. 159–170, 2003.
[20]  R. Stacey, Complexity and the Experience of Managing in Public Sector Organizations, Routledge, London, UK, 2006.
[21]  R. Cook and J. Rasmussen, “‘Going solid’: a model of system dynamics and consequences for patient safety,” Quality and Safety in Health Care, vol. 14, no. 2, pp. 130–134, 2005.
[22]  R. Amalberti, C. Vincent, Y. Auroy, and G. De Saint Maurice, “Violations and migrations in health care: a framework for understanding and management,” Quality and Safety in Health Care, vol. 15, no. 1, pp. i66–i71, 2006.

Full-Text

Contact Us

service@oalib.com

QQ:3279437679

WhatsApp +8615387084133