How Surgeons and Surgical Leaders Manage Complications, Medical Errors, Malpractice, and Second Victim Syndrome.

Peter M Waters, David R DeMaso, James J Horgan, Steven L Frick
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Abstract

Complications are inevitable for practicing surgeons, and when you lead surgeons, negative outcomes and consequences will result from some of their professional work. The implications of the undesired, unintended, or unexpected changes to a child's health due to surgical intervention can be either transient or permanent, ranging from minor to major, devastating, or even deadly adverse events. Just as surgeons strive to maximize their surgical knowledge and expertise before performing an operation, surgeons and their teams need to practice and learn how to improve their non-technical leadership and team performance skills. When an error occurs, surgeons and their teams need to resolve the complication as best as possible with their expertise, knowledge, and consultation(s) as needed. Leaders of surgeons and institutions need to support the patients, their families (first victims) and the surgeons and their care-giving teams (second victims) when a complication occurs. After a medical error, healthcare professionals should for their and the patient-parent(s) well-being: (1) acknowledge the error and its consequences; (2) take responsibility for the error; (3) express regret that the error occurred; (4) solve the problem as best as feasible with professional colleagues; and (5) strive to learn from this error and prevent such or related complication(s) from occurring to other patients in the future. There are partial and total apology (I'm sorry") laws in 38 states protecting expressions of sympathy (partial) and admissions of fault (total) from admissibility in court. Institutional CANDOR/CANDOUR requirements do exist respectively in the US and UK. Malpractice or negligence litigation is a real risk when complications occur but interestingly occurs most often when patients and their families feel abandoned and deceived. Ultimately, all involved need to heal and this includes the surgeons who experience second victim syndrome. Providing individual and institutional support is imperative and essential for patients, their families, and the health care professionals involved in a serious surgical complication or medical error. Only then can we all cope and continue on as our best selves.

外科医生和外科领导如何处理并发症、医疗差错、医疗事故和第二受害者综合症。
对于执业外科医生来说,并发症是不可避免的,当你领导外科医生时,他们的一些专业工作将会产生负面的结果和后果。由于手术干预对儿童健康造成的不希望的、无意的或意外的变化可能是短暂的,也可能是永久的,从轻微到严重,毁灭性的,甚至是致命的不良事件。就像外科医生在手术前努力最大化他们的外科知识和专业知识一样,外科医生和他们的团队需要练习和学习如何提高他们的非技术领导能力和团队绩效技能。当错误发生时,外科医生和他们的团队需要尽可能地利用他们的专业知识和必要的咨询来解决并发症。当并发症发生时,外科医生和机构的领导需要支持患者及其家属(第一受害者)和外科医生及其护理团队(第二受害者)。医疗错误发生后,医疗保健专业人员应该为了他们自己和患者父母的健康:(1)承认错误及其后果;(二)对错误承担责任;(三)对所发生的错误表示遗憾;(4)与专业的同事一起尽可能解决问题;(5)努力从这次错误中吸取教训,防止此类或相关并发症在未来发生在其他患者身上。38个州有部分道歉和完全道歉(我很抱歉)的法律,保护同情的表达(部分)和承认错误(完全)不被法庭接纳。美国和英国确实分别存在制度上的坦率要求。当发生并发症时,医疗事故或疏忽诉讼是真正的风险,但有趣的是,当患者及其家属感到被遗弃和欺骗时,诉讼往往会发生。最终,所有相关的人都需要治愈,这包括经历第二受害者综合症的外科医生。对于发生严重手术并发症或医疗差错的患者、家属和卫生保健专业人员来说,提供个人和机构支持是必不可少的。只有这样,我们才能应对并继续做最好的自己。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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