leagues up for failure."
There's a clear correlation between case outcomes and how well the
surgical team discusses key safety concerns, the critical stages of sur-
gery and the progress of the procedure, says E. Patchen Dellinger,
MD, a general surgeon at the University of Washington Medical Center
in Seattle.
The simple explanation of ineffective communication in the OR can
be traced to the traditional staffing hierarchy in which the demanding
surgeon controls the room with little to no input from the nurses and
surgical techs. Research has supported this belief, says Dr. Dellinger,
who adds complications are more likely to occur during cases per-
formed by surgeons who are poor communicators.
Ask different members of your surgical team if they feel comfort-
able speaking up when something seems amiss in the OR. Nurses and
techs rarely express the same self-assured confidence as surgeons, so
it's not surprising that studies show surgeons are much more likely
than the team members they work with to voice concerns about
patient care, says Dr.
Dellinger.
How can surgeons
establish a collegial
atmosphere and
emphasize the impor-
tance of open commu-
nication in the OR? He
suggests surgeons ask
team members, Does
anyone have any spe-
cific concerns about
this patient and the
M a y 2 0 1 7 • O U T PA T I E N TS U R G E R Y. N E T • 8 3
• LEAD BY EXAMPLE Surgeons must create a working environment that fosters trans-
parent discussions about safe patient care.
Noah
Berger
