O C T O B E R 2 0 1 5 O U T P A T I E N TS U R G E R Y. N E T 1 7
It seems like a simple idea, but it can be tough to implement in practice, the
experts say. While this culture is often deeply rooted in high-risk jobs — most
notably the airline industry — ingraining these values in the medical community
has been more of a struggle. That's particularly true in fast-paced, high-stressed
operating rooms, says Mr. Byrum.
"There are so many complicated factors that keep healthcare workers from
doing what other high-risk industries do to promote safety," he says. "I hear it all
the time, 'We have so many responsibilities. We just don't have time to build a cul-
ture of safety.'
"But you don't have time not to do it," adds Mr. Byrum. "This is a matter of
doing what is best for the patient."
The key to any culture of safety is communication. That means that in your
facility, no one — from the surgeon to the scheduler — is afraid to speak up if
they think something is wrong, says Ms. Daniels. She notes that this simple idea
can be incredibly effective in enhancing a facility's overall safety.
Developing this strong safety culture, though, is tough, says Mr. Byrum. While
the airline industry standardizes nearly every aspect of its work to enhance
overall safety, the healthcare community is a different beast.
"The big problem is the variability associated with each patient," explains Mr.
Byrum. "Individual practitioners have different standards and different ways of
doing things. They perform time outs differently or use various implants. The
same also goes for each individual facility."
This variability can lead to mistakes, especially when you couple it with every-
day stresses of the OR such as late start times, fatigue, distractions and quick
turnovers.
"Each factor isn't catastrophic in and of itself," says Mr. Byrum. "But when 1
or 2 or 3 are strung together, it becomes a predictor of an adverse event. If
everyone is in heads-down mode, they can't look up and see that these things
are starting to stack up."
