scholarly journals Crew Resource Management Training for Surgical Teams, A Fragmented Landscape

2021 ◽  
Author(s):  
W.M.U. van Grevenstein ◽  
E.M. van der Linde ◽  
J.G. Heetman ◽  
J.F. Lange ◽  
Th. J. ten Cate ◽  
...  
Keyword(s):  
Resource Management ◽  
Crew Resource Management ◽  
Management Training ◽  
Fragmented Landscape ◽  
Crew Resource Management Training ◽  
Surgical Teams

scholarly journals Enhancing Maritime Crew Resource Management Training by Applying Resilience Engineering: A Case Study of the Bachelor Maritime Officer Training Programme in Rotterdam

2021 ◽  
Vol 11 (8) ◽  
pp. 378
Author(s):  
Jaco Griffioen ◽  
Monique van der Drift ◽  
Hans van den Broek
Keyword(s):  
Resource Management ◽  
Human Error ◽  
Crew Resource Management ◽  
Management Training ◽  
Training Programme ◽  
Point Of View ◽  
Safety Performance ◽  
Resilience Engineering ◽  
Crew Resource Management Training

This paper sets out to enhance current Maritime Crew Resource Management (MCRM) training, and with that to improve the training of technical and non-technical skills given to bachelor maritime officers. The rationale for CRM training is improving safety performance by reducing accidents caused by human error. The central notion of CRM training is that applying good resource management principles during day-to-day operations will lead to a beneficial change in attitudes and behaviour regarding safety. This article therefore indicates that enhanced MCRM should play a more structural role in the training of student officers. However, the key question is: what are the required changes in attitude and behaviour that will create sufficient adaptability to improve safety performance? To provide an answer, we introduce the Resilience Engineering (RE) theory. From an RE point of view, we elaborate on the relation between team adaptability and safety performance, operationalized as a competence profile. In addition, a case study of the ‘Rotterdam Approach’ will be presented, in which the MCRM training design has been enhanced with RE, with the objective to train team adaptability skills for improved safety performance.

Transfer of crew resource management training

2011 ◽  
Vol 24 (1) ◽  
pp. 19-28 ◽  
Author(s):  
Jonathon R.B. Halbesleben ◽  
Karen R. Cox ◽  
Leslie Hall
Keyword(s):  
Resource Management ◽  
Crew Resource Management ◽  
Management Training ◽  
Crew Resource Management Training

scholarly journals More explicit communication after classroom-based crew resource management training: results of a pragmatic trial

2014 ◽  
Vol 21 (1) ◽  
pp. 137-144 ◽  
Author(s):  
Inge Verbeek-van Noord ◽  
Martine C. de Bruijne ◽  
Jos W. R. Twisk ◽  
Cathy van Dyck ◽  
Cordula Wagner
Keyword(s):  
Resource Management ◽  
Pragmatic Trial ◽  
Crew Resource Management ◽  
Management Training ◽  
Crew Resource Management Training ◽  
Explicit Communication

Does crew resource management training work?

2000 ◽  
Vol 19 (4) ◽  
pp. 137-139 ◽  
Author(s):  
John Fisher ◽  
Ed Phillips ◽  
Jeff Mather
Keyword(s):  
Resource Management ◽  
Crew Resource Management ◽  
Management Training ◽  
Crew Resource Management Training

Eliminating Critical Incident Tracking Network Patient Safety Events at a Veterans Affairs Institution Through Crew Resource Management Training

2016 ◽  
Vol 32 (5) ◽  
pp. 480-484 ◽  
Author(s):  
SreyRam Kuy ◽  
Ramon A. L. Romero
Keyword(s):  
Patient Safety ◽  
Resource Management ◽  
Adverse Events ◽  
Critical Incident ◽  
Medical Center ◽  
Crew Resource Management ◽  
Management Training ◽  
Veterans Affairs ◽  
Crew Resource Management Training ◽  
The Impact

The objective of this study was to determine whether rates of Critical Incident Tracking Network (CITN) patient safety adverse events change after implementation of crew resource management (CRM) training at a Veterans Affairs (VA) hospital. CRM training was conducted for all surgical staff at a VA hospital. Compliance with briefing and debriefing checklists was assessed for all operating room procedures. Tracking of adverse patient safety events utilizing the VA CITN events was performed. There was 100% adherence to performance of briefings and debriefings after initiation of CRM training. There were 3 CITN events in the year prior to implementation of CRM training; following CRM training, there have been zero CITN events. Following CRM training, CITN events were eliminated, and this has been sustained for 2.5 years. This is the first study to demonstrate the impact of CRM training on CITN events, specifically, in a VA medical center.

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