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Abstract
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Introduction: Maintaining situational awareness (SA) in the operating room (OR) during critical events is imperative for a successful outcome. However, the traditional OR “surgeon leader” model may not be well-suited to maintaining SA during a critical event due to the surgeon's focus on the surgical field. This study looks at physicians’ acceptance of temporarily shifting from a “surgeon leadership” model to a “shared leadership” task-free model.
Methods: We used a focus group approach to determine if a temporary “shared leadership” model is useful to maintaining SA during a critical event. During the simulated critical event, anesthesia teams and obstetrical nursing teams designated a temporary team leader by having that person wear a red surgical bouffant. Temporary leaders were asked to focus on maintaining SA instead of engaging in physical taskwork. Debriefing transcripts were used to determine participant perceptions.
Results: Fourteen training sessions were conducted with 173 providers. Participants frequently described that the surgeon’s intense focus hindered their ability to maintain SA beyond their specific focus on the patient during a critical event. Most participants indicated that a temporary shared leadership model would improve SA. Some learners indicated they were uncomfortable in the leadership role.
Conclusion/Implications: Temporary shared leadership during a critical event, in combination with a visual cue to designate leadership is perceived to enhance the team’s ability to maintain SA during the management of critical obstetrical events. Future research should investigate the ways in which reluctance to assume temporary shared leadership may be associated with “speaking up” in the OR.
Methods: We used a focus group approach to determine if a temporary “shared leadership” model is useful to maintaining SA during a critical event. During the simulated critical event, anesthesia teams and obstetrical nursing teams designated a temporary team leader by having that person wear a red surgical bouffant. Temporary leaders were asked to focus on maintaining SA instead of engaging in physical taskwork. Debriefing transcripts were used to determine participant perceptions.
Results: Fourteen training sessions were conducted with 173 providers. Participants frequently described that the surgeon’s intense focus hindered their ability to maintain SA beyond their specific focus on the patient during a critical event. Most participants indicated that a temporary shared leadership model would improve SA. Some learners indicated they were uncomfortable in the leadership role.
Conclusion/Implications: Temporary shared leadership during a critical event, in combination with a visual cue to designate leadership is perceived to enhance the team’s ability to maintain SA during the management of critical obstetrical events. Future research should investigate the ways in which reluctance to assume temporary shared leadership may be associated with “speaking up” in the OR.
Introduction: Maintaining situational awareness (SA) in the operating room (OR) during critical events is imperative for a successful outcome. However, the traditional OR “surgeon leader” model may not be well-suited to maintaining SA during a critical event due to the surgeon's focus on the surgical field. This study looks at physicians’ acceptance of temporarily shifting from a “surgeon leadership” model to a “shared leadership” task-free model.
Methods: We used a focus group approach to determine if a temporary “shared leadership” model is useful to maintaining SA during a critical event. During the simulated critical event, anesthesia teams and obstetrical nursing teams designated a temporary team leader by having that person wear a red surgical bouffant. Temporary leaders were asked to focus on maintaining SA instead of engaging in physical taskwork. Debriefing transcripts were used to determine participant perceptions.
Results: Fourteen training sessions were conducted with 173 providers. Participants frequently described that the surgeon’s intense focus hindered their ability to maintain SA beyond their specific focus on the patient during a critical event. Most participants indicated that a temporary shared leadership model would improve SA. Some learners indicated they were uncomfortable in the leadership role.
Conclusion/Implications: Temporary shared leadership during a critical event, in combination with a visual cue to designate leadership is perceived to enhance the team’s ability to maintain SA during the management of critical obstetrical events. Future research should investigate the ways in which reluctance to assume temporary shared leadership may be associated with “speaking up” in the OR.
Methods: We used a focus group approach to determine if a temporary “shared leadership” model is useful to maintaining SA during a critical event. During the simulated critical event, anesthesia teams and obstetrical nursing teams designated a temporary team leader by having that person wear a red surgical bouffant. Temporary leaders were asked to focus on maintaining SA instead of engaging in physical taskwork. Debriefing transcripts were used to determine participant perceptions.
Results: Fourteen training sessions were conducted with 173 providers. Participants frequently described that the surgeon’s intense focus hindered their ability to maintain SA beyond their specific focus on the patient during a critical event. Most participants indicated that a temporary shared leadership model would improve SA. Some learners indicated they were uncomfortable in the leadership role.
Conclusion/Implications: Temporary shared leadership during a critical event, in combination with a visual cue to designate leadership is perceived to enhance the team’s ability to maintain SA during the management of critical obstetrical events. Future research should investigate the ways in which reluctance to assume temporary shared leadership may be associated with “speaking up” in the OR.
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