Implementation of a Rapid Post-Code Debrief Quality Improvement Project in a Community Emergency Department Setting.

Tomasz Przednowek, Camille Stacey, Katherine Baird, Robert Nolan, Jesse Kellar, William D Corser
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引用次数: 5

Abstract

Context: Regular debriefing has been associated with improved resource utilization and measurable improvements in team performance in crisis situations. While Emergency Department (ED) staff have often stated that they would like to be provided a formal debriefing model after "code blue" and similar events, few EDs have such protocols in place.

Methods: The study consisted of two data collection processes: (1) completion of a 7-item survey distributed pre-intervention, 6-months post-intervention, and 1-year post-intervention, and (2) completion of a Rapid Post-Code Debriefing form. Overall responses were measured on a possible 0-10 scale and individual responses were tracked. The debrief process was triggered by one of four criteria and followed a standard format using a readily available form.

Results: A total of 178 pre- and post-debriefing protocol implementation survey responses were collected throughout the duration of the study. Of those, 79 (44.4%) were pre-protocol response surveys. The post-protocol responses were comprised of 51 (51.5%) six month and 48 (48.5%) 12-month surveys. The average overall satisfaction with code-response performance increased significantly following the implementation of the debriefing protocol, from M=6.661, SD=2.028 to M=7.90, SD=1.359 (independent t-test = 5.069, p<0.001). There was a statistically significant decrease regarding how respondents felt emotionally supported after a code by their staff, (Pearson Chi Square 14.977, df 4, p = 0.005).

Conclusion: During this study, implementation of a post-code debriefing resulted in increased overall satisfaction with how codes had been conducted and there was a significant change in how staff felt in regards to code team leaders and an expectation of "returning to work." However, there a noted overall decrease in perceptions of feeling supported by other staff involved during the code. Further studies in both community and academic-based ED settings are needed to further explore these complex relationships.

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在社区急诊科实施快速邮编汇报质量改进项目。
背景:定期汇报与提高资源利用率和在危机情况下团队绩效的可衡量的改善有关。虽然急诊科(ED)的工作人员经常表示,他们希望在“蓝色代码”和类似事件发生后得到一个正式的汇报模式,但很少有急诊科有这样的协议。方法:该研究由两个数据收集过程组成:(1)完成干预前、干预后6个月和干预后1年的7项分布式调查,以及(2)完成快速后代码汇报表。在可能的0-10量表上测量总体反应,并跟踪个人反应。汇报过程由四个标准之一触发,并使用现成的表格遵循标准格式。结果:在整个研究期间,共收集了178份汇报前和汇报后方案实施调查回复。其中79项(44.4%)为方案前反应调查。方案后回复包括51项(51.5%)6个月和48项(48.5%)12个月的调查。执行汇报协议后,对代码响应性能的平均总体满意度显著提高,从M=6.661,SD=2.028提高到M=7.90,SD=1.359(独立t检验=5.069,P结论:在本研究中,代码后汇报的实施提高了员工对代码执行方式的总体满意度,员工对代码团队领导的感受和“重返工作岗位”的期望也发生了重大变化。“然而,在守则实施期间,人们对得到其他工作人员支持的感觉总体上有所下降。需要在社区和学术教育环境中进行进一步研究,以进一步探索这些复杂的关系。
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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