Cultural Transformation After Implementation of Crew Resource Management: Is It Really Possible?
- Resource Type
- Authors
- Jennifer L Hefner; Judy Bournique; John Lewis Sullivan; Eric J. Adkins; Amy M. Knupp; Susan D. Moffatt-Bruce; Brian Hilligoss
- Source
- American journal of medical quality : the official journal of the American College of Medical Quality. 32(4)
- Subject
- Safety Management
Quality management
Inservice Training
Composite score
Attitude of Health Personnel
media_common.quotation_subject
Organizational culture
Crew resource management
03 medical and health sciences
Patient safety
0302 clinical medicine
Nursing
Medicine
Humans
Operations management
030212 general & internal medicine
Safety culture
Implementation
media_common
Patient Care Team
Teamwork
Academic Medical Centers
business.industry
030503 health policy & services
Health Policy
Communication
Organizational Culture
Quality Improvement
Patient Safety
0305 other medical science
business
- Language
- ISSN
- 1555-824X
Crew resource management (CRM) has the potential to improve safety culture and reduce patient safety errors across different hospitals and inherent cultures, but hospital-wide implementations have not been studied. The authors examined the impact of a systematic CRM implementation across 8 departments spanning 3 hospitals and 2 campuses. The Hospital Survey on Patient Safety Culture (HSOPS) was administered electronically to all employees before CRM implementation and about 2 years after; changes in percent positive composite scores were compared in pre-post analyses. Across all respondents, there was a statistically significant increase in composite score for 10 of the 12 HSOPS dimensions ( P < .05). These significant results persisted across the 8 departments studied and among both practitioners and staff. Consideration of score changes across dimensions reveals that the teamwork and communication dimensions of patient safety culture may be more highly influenced by CRM training than supervisor and management dimensions.