EvidenceBased Teamwork System Designed to improve Quality Safety Efficiency Practical amp Adaptable Background FOR INSTRUCTORS This slide will not show during the presentation TeamSTEPPS is endorsed by UNC Hospitals and ID: 692512
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Slide1
What is TeamSTEPPSTM?
Evidence-Based Teamwork SystemDesigned to improve:QualitySafetyEfficiencyPractical & Adaptable
BackgroundSlide2
FOR INSTRUCTORS
This slide will not show during the presentationTeamSTEPPS is endorsed by UNC Hospitals and this presentation highlights underlying principles and tools of teamwork that are expected in all work environments to ensure patient safetyWe recognize that these tools can be applied or used in different ways, depending on the nature of the work, so please add value to this material by offering specific examples and teamwork expectations from your work area when presenting this
information If you would like to award CME/CNE credit, contact Erin Eckert in advance to complete important requirements and documentation (erin.eckert@unchealth.unc.edu).Slide3
FOR INSTRUCTORS
This slide will not show during the presentationEach slide includes instructor notes to help facilitate the presentation and participant discussionsThe presentation includes (optional) embedded YouTube videosSee notes section below for important instructions for using these embedded videos in your presentation
Please contact Erin Eckert (erin.eckert@unchealth.unc.edu) if you have any questions regarding this presentation.Slide4
FOR INSTRUCTORS
This slide will not show during the presentationhttp://www.med.unc.edu/ihqi/training/teamstepps contains more information on TeamSTEPPS at UNC, including a list of TeamSTEPPS champions and trainersAdditional TeamSTEPPS training resources, videos, and case studies can be obtained free-of-charge from AHRQ at www.teamsteppsportal.org
Please contact Erin Eckert (erin.eckert@unchealth.unc.edu) if you have any questions regarding this presentation.Slide5
BackgroundSlide6
Key Components
LeadershipCommunicationSituation MonitoringMutual Support
BackgroundSlide7
Leadership Skills
Leadership
Teams may have designated leaders or situational leaders, depending on the situation.
Organize the team
Skillful at conflict resolution
Make
decisions through collective input of members
Actively promote and facilitate teamwork
Empower members to speak up and challenge, when appropriate
Articulate clear goalsSlide8
Leadership
Any
team member can request a brief, huddle, or debrief
Who is on the team?
Understand & agree upon goals?
Roles & responsibilities are understood?
What is our plan for the day?
Availability of resources?
Brief
Problem solving
“Touch-base” when unexpected happens
Discuss critical issues & emerging events
Anticipate outcomes & contingencies
Assign resources
Express concerns
Huddle
Celebrate teamwork success & accomplishments
What went well or as expected?
What didn’t go according to plan or as expected?
What could be done better or differently the next time?
DebriefSlide9
Leadership
OR BriefSlide10
Leadership
OR DebriefSlide11
CommunicationSlide12
Communication
Call-out informs all
members simultaneously during team eventsCheck-backs use closed-loop communication to verify informationSBAR-Q provides a standardized framework for communicating about a situation or patient's condition
Communication ToolsSlide13
Situation Monitoring
Situation Monitoring
Actively scanning the situation & environmentMutual respectAccountabilityEngage the patient&
family when possible
Supports cross
monitoring
“Watch
each other’s back”
“Coaching is all about adjustments. Your game plan is only good for the first six
minutes...”
Roy
WilliamsSlide14
Situation Monitoring
Situation Monitoring
The Monkey Business IllusionSlide15
Shared Mental Models
Situation Monitoring
Shared perspective of the situation
Regularly exchange information to stay “on the same page”Slide16
Shared Mental Models
Situation Monitoring
Shared perspective of the situation
Regularly exchange information to stay “on the same page”Slide17
Shared Mental Models
Situation MonitoringSlide18
Situation Monitoring
Situation Monitoring
The Monkey Business IllusionSlide19
Situation Monitoring
Ferrari F-1 PerfectionSlide20
Mutual Support
Mutual Support
Error vulnerability increases:under stresswhen fatigued
in high-task
situations
Foster a climate where assistance will be actively sought and offered
“There is a real strength derived from depending on one another.”
Dean SmithSlide21
Mutual Support
Mutual SupportSlide22
Advocacy and Assertion
Mutual Support
Assert a corrective action in a firm and respectful mannerAdvocate for the patientUse CUS words when appropriate!Concerned, Uncomfortable, S
afety issue
“Two Challenge Rule”
Be persistent and seek help if neededSlide23
Advocacy and Assertion
Mutual Support
Empower all team members to “stop the line” for safetyIf you are challenged:Pause what you’re doingListen and take the concern seriouslyWork to address the concernPreventing errors protects the patient
and
the teamSlide24Slide25
Team Resilience
Mutual SupportSlide26