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Gary L Sculli - One of the best experts on this subject based on the ideXlab platform.

  • improving nursing students communication skills using Crew Resource Management strategies
    Journal of Nursing Education, 2013
    Co-Authors: Michelle Aebersold, Dana Tschannen, Gary L Sculli
    Abstract:

    : To provide optimal patient care, all members of the health care team must effectively communicate patient status and the current plan of care. The Crew Resource Management (CRM) training system has been successfully used in the aviation industry to manage human error and reduce risk in the operational environment. CRM focuses on behaviors that support communication and teamwork and is modifiable to be used in nursing education. A version of CRM-nursing Crew Resource Management-was implemented in a group of senior undergraduate nursing students. Students were satisfied with the program, and in a subsequent simulation they demonstrated the ability to use the communication techniques learned.

  • Nursing Crew Resource Management: a follow-up report from the Veterans Health Administration.
    The Journal of nursing administration, 2013
    Co-Authors: Gary L Sculli, Amanda M. Fore, Julia Neily, Peter D. Mills, Pricilla West, Douglas E. Paull
    Abstract:

    In response to low scores on a patient safety culture survey, the Veterans Health Administration National Center for Patient Safety implemented a comprehensive nursing-focused Crew Resource Management program for frontline nursing staff. This article highlights significant cultural and clinical outcomes from the program.

  • Nursing Crew Resource Management: High Reliability Behaviors for front Line Nurses
    2012
    Co-Authors: Gary L Sculli
    Abstract:

    1. Compare and contrast cultures – high reliability and professional nursing 2. Explain a cultural analysis of VHA nursing as an impetus for a Crew Resource Management (CRM) initiative 3. Present a Nursing Crew Resource Management (NCRM) program overview 4. Discuss specific CRM based behaviors that nurses can implement to reduce the level of risk for hospitalized veterans 5. Outline specific outcomes found on nursing units that have implemented NCRM within the VHA

  • Improving patient safety and optimizing nursing teamwork using Crew Resource Management techniques.
    The Journal of nursing administration, 2012
    Co-Authors: Priscilla West, Gary L Sculli, Amanda M. Fore, Nwoha Okam, Cleveland Dunlap, Julia Neily, Peter D. Mills
    Abstract:

    Objective:This project describes the application of the “sterile cockpit rule,” a Crew Resource Management (CRM) technique, targeted to improve efficacy and safety for nursing assistants in the performance of patient care duties.Background:Crew Resource Management techniques have been successfully i

  • The case for training Veterans Administration frontline nurses in Crew Resource Management.
    The Journal of nursing administration, 2011
    Co-Authors: Gary L Sculli, Amanda M. Fore, Julia Neily, Peter D. Mills, David M. Sine
    Abstract:

    Using cultural analysis, the authors present a rationale for a nursing-focused Crew Resource Management (CRM) program in the Veterans Health Administration. Although the value of CRM in aviation is well documented and CRM has been successfully applied in healthcare settings to improve communication and teamwork, there is little evidence outlining the implementation of CRM on nursing units with nursing as the primary focus. This article describes the preproject data supporting a nursing-focused CRM program called nursing CRM. This is the first in a series of 2 articles highlighting this program.

Rhona Flin - One of the best experts on this subject based on the ideXlab platform.

  • Basic concepts for Crew Resource Management and non-technical skills
    Best practice & research. Clinical anaesthesiology, 2015
    Co-Authors: Rhona Flin, N. Maran
    Abstract:

    In this paper, we explain the conceptual background to non-technical skills and show how they can influence job performance in anaesthesia. We then describe the taxonomy of anaesthetists' non-technical skills (ANTS) and related systems, such as ANTS-AP for anaesthetic practitioners. We discuss the training courses that have been designed to teach these non-technical skills, which are called Crew Resource Management (CRM), crisis Resource Management (CRM) or crisis avoidance Resource Management (CARMA). Finally, we discuss the application of non-technical skills assessment systems.

  • Non-Technical Skills and Crew Resource Management
    All Days, 2013
    Co-Authors: Rhona Flin, Jill Wilkinson
    Abstract:

    Abstract Major accident investigations in the energy sector have highlighted the protective role of non-technical skills. These are the cognitive and social skills that complement technical skills to achieve safe and efficient performance. They include situation awareness, decision making, leadership and teamwork: skills that are influenced by performance shaping factors, such as stress and fatigue. These skills are the focus of ongoing human factors research to provide an evidence base for training in aviation and other high reliaibility industries, in the form of Crew Resource Management courses. Our behavioural research from flightdecks and operating theatres has identified key non-technical skills for airline pilots, surgeons, anaesthetists and scrub nurses. These taxonomies have been developed into observational rating systems for workplace based competence assessment of non-technical skills which are now used in a number of countries. Drawing from this research, as well as from two recently completed projects on Crew Resource Management, sponsored by the Energy Institute and OGP (Oil and Gas Producers), this paper will examine background research on non-technical skills for wells operations and optimal methods for introducing a non-technical skills approach to the energy sector. It will examine methods of indentifying key non-technical skills for target occupations and will consider emerging issues relating to Crew Resource Management training design and implementation. Professional and scientific implications of non-technical skills assessment procedures will also be discussed.

  • Crew Resource Management training for offshore oil production teams
    Safety Science, 2003
    Co-Authors: Paul Oconnor, Rhona Flin
    Abstract:

    This paper describes a project to adapt a form of human factors training designed to improve safety called Crew Resource Management (CRM), which is widely used in aviation, to the training of offshore oil platform teams. The aim of the project was to design, deliver, and evaluate an offshore CRM training course. A total of 77 offshore workers from three different North Sea production platforms attended the courses. Their feedback was generally positive indicating that CRM training can be adapted for this industrial sector. There was some evidence of a change in attitudes towards decision making and personal limitations. However, there is a need to develop sensitive evaluation measures to be able to draw more conclusive evidence of the effects of CRM training on safety performance.

  • Crew Resource Management: improving team work in high reliability industries
    Team Performance Management: An International Journal, 2002
    Co-Authors: Rhona Flin, Paul O'connor, Kathryn Mearns
    Abstract:

    The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight Crews. These Crew Resource Management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of Crew Resource Management, then outlines recent developments in aviation and other high reliability work environments.

  • TECHNIQUES USED TO EVALUATE Crew Resource Management TRAINING: A LITERATURE REVIEW
    Human factors and aerospace safety, 2002
    Co-Authors: Paul O'connor, Rhona Flin, Georgina Fletcher
    Abstract:

    This review paper examines the methods used to evaluate Crew Resource Management (CRM) training in 48 published studies from aviation (40) and other industries. The training evaluation techniques are categorised in terms of reactions, learning, attitudes, behaviour and organisational effects. It was found that in general CRM training was well received, resulted in a positive change in CRM attitudes, and had the desired effect on CRM behaviours. However, from the evidence available it is not possible to be as certain about the influence of the training on the organisation as a whole. This is because there are few studies that have made a rigorous assessment of the effects of CRM training on organisational metrics such as safety or productivity.

Peter D. Mills - One of the best experts on this subject based on the ideXlab platform.

Julia Neily - One of the best experts on this subject based on the ideXlab platform.

Amanda M. Fore - One of the best experts on this subject based on the ideXlab platform.