Multidrug resistance drives partial EMT to complete EMT: study the network of EMT mediators
EMT Refresher 2018 James Temple - Eastern Iowa Community ... · EMT Refresher 2018 James Temple....
Transcript of EMT Refresher 2018 James Temple - Eastern Iowa Community ... · EMT Refresher 2018 James Temple....
CRM / SA…You’re Not Bourne With It
EMT Refresher 2018James Temple
LESSON OBJECTIVE
▪ • Define Crew Resource Management (CRM)
▪ • Explain the benefits of CRM to EMS
▪ • State the guiding principles of CRM and briefly explain each
▪ • Explain the concept of communication in the team environment using advocacy/inquiry or appreciative inquiry
▪ • State characteristics of effective team leaders
▪ • State characteristics of effective team members
▪ • Explain how the use of CRM can reduce errors in patient care
IOM 1999“To Err is Human”
▪ “People make fewer errors when they work in teams. When processes are planned and standardized, each member knows his or her responsibilities as well as those of teammates, and members “look out” for one another, noticing errors before they cause an accident.”
Why Aviation?
▪ Commonalities between aviation and healthcare– High risk environment
– Highly skilled professionals
– Failures in teamwork can have deadly effects
▪ What aviation has learned…– Most crashes involve teamwork failure rather than mechanical
failure
– Accident rate reduced since the introduction of CRM
Are you Chuck Norris?
The Error Chain
▪ A series of event links that, when considered together, cause a mishap
▪ Should any one of the links be “broken,” then the mishap probably will not occur
▪ It is up to each crewmember to recognize a link and break the error chain
Aeroflot Flight 593
▪ Airbus A310-300
▪ Moscow – Hong Kong
▪ March, 1994
▪ Pilot allowed his kids (12 and 16) to sit and “control” the plane (1)– Autopilot engaged, no real control of plane
– Older boy actually disengaged auto pilot with pressure on the stick
– No one realized this disconnect
▪ Non-audible warning light (pilots not familiar with this particular plane)
▪ The aircraft rolled into a steep bank and near-vertical dive. Despite managing to level the aircraft off, the pilot over-corrected the attempt to pull up, causing the plane to stall and then crashed into the hillside.
If all pilots would have left the control stick alone trying to save the dive, autopilot would have made the necessary corrections – avoiding the crash.
Air Florida flight 90
De-icing issues / Impatience with delayCommunicationPre-occupation with gauges
United flight 173
Landing gear indicator “problem”
Eastern Airlines flight 401
Everglades – midnight
101 fatalities
Avianca flight 52
73 fatalities
Human Factors
▪ Fatigue
▪ Reliance on technology
▪ Reliance on memory
▪ Loss of situational awareness
▪ Distraction: Interruptions, emotions, environmental noise
▪ Mindset
▪ Automatic behaviors
Why CRM?
▪ Properly trained aircrew members can collectively perform complex tasks better and make more accurate decisions than the single best performer on the team
▪ An untrained team's overall performance can besignificantly worse than the performance of itsweakest single member
▪ We will cover behavior and attitudes of teamworkand communication among team members
How Do We Know It Works?
▪ 5th Generation in Aviation Industry
▪ U. S. Marine Corps Adopting as Basic Operating Philosophy
▪ Significant Reductions in Injuries and Error– Commercial Aviation Industry
– U.S. Coast Guard
– U.S. Navy
– U.S. Air Force
– Veterans’ Administration Hospital System
What Is CRM?
▪ Force multiplier
▪ Uses all resources
▪ Enhances supervision
▪ Improves safety
▪ Raises level of
awareness for
those engaged
CRM Overview
Communication
Secure authority
Assertiveness with respect
Sharing information
Standardization
Work processes
Standards of care
Workload Management
Clear roles and accountability
Contingency staffing plans
Recognizing vulnerabilities regardless
of workload
Concepts
▪ Everyone makes mistakes
▪ Being highly skilled and professional isn’t enough to prevent error
▪ Everyone on the team shares responsibility for patient
How Does It Work?
Five Principles
– Communication
– Decision-Making
– Task Allocation
– Teamwork
– Situational
Awareness
– Debrief*
DAM CLAS
▪ Decision-Making
▪ Assertiveness
▪ Mission Planning
▪ Communication
▪ Leadership
▪ Attitude
▪ Situational Awareness
Situational Awareness
Point where perception and reality collide
▪ Reality always wins
▪ Beware of loss factors– Ambiguity (Avianca flight 52)
– Distraction
– Fixation (Eastern Airlines Flight 401)
– Overload
– Complacency
– Unresolved discrepancy
Situational Awareness (SA)
▪ Know what is going on around you at all times
▪ Requires:– Good mental health
– Good physical health
– Attentiveness
– Inquisitiveness
Where Did It Come From?
▪ Aviation Community
▪ Air Crashes Dominated Industry Attention
▪ Technology Only Went So Far
▪ 1970’s –Dr. Robert Helmreich and CVRs
Cooper’s Colors
WHITE
A person who is in white is unaware, oblivious and pre-occupied. They can be described as daydreaming and what I call “living in a bubble”.
You will often see them looking down while they walk, they can often be unresponsive when you try to get their attention and are often not prepared for their actions in daily life.
This is a very dangerous state of mind to be in, regardless of the threat level that you live in.
YELLOW
Someone who is in this stage is relaxed, but alert to their surroundings. They are not focusing on any specific person or thing in particular but are difficult to surprise because you are assessing the world around you.
This is a very good level to live daily life at, as it does not induce the stress levels commonly associated with orange, red or black but you can respond quickly and efficiently because you have already formulated thoughts about what may happen.
ORANGE
This is a heightened alert level, generally associated with a specific threat or focal point. The only real difference between yellow and orange is the specificity of threat being assessed.
In yellow, you are simply analyzing everyone and everything, but here you are now focused on one threat and are already making decisions about how to react. This is a good level to take action at because it can allow you to avoid an engaged altercation beforehand.
The primary reason that yellow is a better day to day level is because you are not tunneled in on just one potential threat as you are here in red.
RED
This is the Fight or Flight stage. At this point you are either engaged in a struggle or taking action to (either mentally or physically). It is important at this point that you take the physiological effects of the adrenaline dump into consideration.
Ensure that you diligently avoid common reactions such as auditory exclusion, tunnel vision and other physical responses that occur in high stress incidents.
Some of this will be unavoidable, but with proper training and preparation it can be minimized.
BLACK
▪ BLACK – Blind Panic/Psychological Shutdown and sometimes in a state of comatose. You have succumbed to the panic and stress of the incident to the point that you cannot react or respond to stimuli.
▪ This paralysis was most likely brought on because of a lack of mental preparation in any other state of awareness discussed previously.
▪ The most likely of scenarios is that there is someone nearby who can save you or that the conflict will end without harm to you, but this feeling will forever have a lasting impact on you psychologically.
Barriers to Communication
▪ Hearing– The biological function of receiving sounds, converting them to electrical
impulses, and having the brain interpret them
▪ Listening– Correctly identifying what the sender has sent in their message
Communication
Barriers and bias block effective communication
BARRIERS
Physical
Mental
BIAS
Influences
Barriers to Communication
▪ Distracters–Physical/Mental: Noise, static,
simultaneous transmissions; fatigue and stress
–Wording: Incomplete or ambiguous message, too complex or uses unfamiliar terminology
–Personal: Boring, lack of rapport or lack of credibility
Advocacy and Inquiry Communication
Appreciative Inquiry
a. Four steps to using inquiry/advocacy or appreciative inquiry to improve communication among teams
i. Alert the other members of the team to a situation or action of concern
ii. State the problem as it is seen
iii. State a solution or alternative
iv. Obtain agreement among the team to alter plan or action
AI Question Strength
Yes/no Which Who When Where What How Why* What If
WEAK STRONG
Communication
▪ Secure authority– “Flatten the hierarchy”– Leaders’ acknowledgement of vulnerability to error– Leader sets tone of open communication: input from all sources
explicitly encouraged and required – Dispels discomfort on the part of team members who might be
afraid of offending, retaliation if they speak up
▪ Assertiveness with respect– Team members speak up regardless of hierarchy– Use of SBAR: situation, background, assessment,
recommendation
Skill Development
▪ Conscious awareness / practice
▪ When you walk out of somewhere, notice how many people are now in your field of view…just to keep your brain engaged!–Coworkers, kids, etc– Jason Bourne-like observation habits– Just to get them / you in the yellow zone – active
participants!
Decision Making
i. Life threatening vs. non-life-threatening
ii. Entire team should be aware of all necessary information
iii. Collective team knowledge and experience should be utilized to make a decision
iv. Team leader is ultimate authority on final decision but relies on input from all members with equal weight, incorporating experience and knowledge of team
Task Saturation
▪ Too much information at one time
▪ Too many tasks to accomplish in a given time
▪ Usually occurs when an individual is confronted with a new or unexpected situation and loses SA
Task Saturation
▪ Keep your workload to an acceptable level
▪ If you feel overwhelmed, tell the others before becoming saturated and losing you situational awareness
▪ Watch your team members for signs of saturation
Task Allocation
▪ Know your limits
▪ Know your crew’s limits
▪ Capitalize on strengths
▪ “Eat the elephant one bite at a time”
Identification of Resources
▪ External and internal
▪ Identify your resources, know where to find them, and how to use them to accomplish the mission
Crew Coordination
▪ Understand and execute your assignments
▪ Communicate
▪ Question
Standardization
▪ Standardized work processes
▪ Standardized care (e.g., Acute MI, CVA, Sepsis, Trauma)
▪ Allows team members to:– Anticipate what comes next
– Recognize and question the unexpected
– Recognize “workarounds”: address the process
Technical Proficiency and Training
▪ Are Foundations of Paramedic response. CRM cannot overcome a lack of proficiency or training
▪ On the other hand, technical proficiency and training alone do not guarantee safe operations in the absence of effective crew coordination.
Teamwork
Leadership
▪ Authority– Mandated by rank
– Derived through respect
▪ Mentoring– Lead by example
– Admit mistakes
– Be technically competent
– Share knowledge
▪ Conflict Resolution
▪ Mission Analysis
Followership
▪ Self-Assessment
▪ Respect authority
▪ Promote leader success
▪ Ego in check
▪ Balance assertiveness
▪ Accept orders
▪ Admit errors
▪ Provide feedback
▪ Adapt
Maintaining SA
▪ Periodically check:
– What do I know that they need to know?
– What do they know that I need to know?
– What do we all need to know?
– Develop checklists.
Hazardous Attitudes
▪ Anti-authority
▪ Impulsiveness
▪ Invulnerability
▪ Macho
▪ Resignation
Loss of SA
▪ Strength of an Idea
▪ Hidden agenda
▪ Complacency
▪ Accommodation
▪ Sudden Loss of Judgement
Symptoms of Loss of SA
▪ Fixation
▪ Ambiguity
▪ Complacency
▪ Euphoria
▪ Confusion
▪ Distraction
▪ Overload
Regaining SA
▪ Reduce workload: Suspend the mission.
▪ Reduce threats:– Get away from the ground and other obstacles (e.g., climb to a safe
altitude).
– Establish a stable flight profile where you can safely analyze the situation.
▪ Remember: “Aviate, Navigate, Communicate”
How do we get it back?
▪ Trust your gut feelings
▪ “Time Out,” “Abort,” or “This is Stupid.”– Pilot establishes aircraft in a safe and stable configuration, and then
discuss the problem
▪ Sterile Cockpit– Limit talk to the minimum necessary for safety.
– Taxi, takeoff, departure, low-level flying, approach, landing
Effects of using Crew Resource Management to reduce errors in patient care
a. Increased communication among crew (team leader and team members) can reduce potential safety concerns for the crew
b. Increasing patient safety, mitigation or elimination of errors, and increasing the overall effectiveness of a team are benefits of increased communication and effective communication techniques, such as:
i. The process of identifying a potential or actual error,
ii. Supplying information,
iii. Suggesting alternative actions,
iv. Agreeing on a new plan,
c. Team members experience a safe environment in which to identify human errors and suggest ways to mitigate or eliminate errors.
d. Routine training and practice of CRM can increase self-awareness and self-efficacy for all personnel.
Summary
▪ Successful missions hinge on each and every crewmember
▪ Learn how to use the procedures and tools available to you, and use them correctly
▪ Never stop learning
▪ Don’t be afraid to ask questions
▪ Never criticize someone for asking questions
▪ Anyone can call “Time Out,” “Abort,” or “This is Stupid”
▪ Remember that the Mission Pilot must make the final decision based on the crew’s input.
Summary
▪ Pay close attention to all briefings
▪ Understand the “big picture”
▪ Watch for task overload in yourself and other crewmembers
▪ 67% of air transport accidents occur during 17% of the flight time - taxi, takeoff, departure, approach and landing. Keep casual conversation and distractions to a minimum during these phases of flight.
▪ Begin critical communications with instructions, then explain
Enjoy the Rest of your day…”Stay classy Davenport”