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Transfer of crew resource management training: A qualitative study of communication and decision making in two intensive care units

Jonathon R.B. Halbesleben (Department of Management & Marketing, Culverhouse College of Commerce and Business Administration, University of Alabama, Tuscaloosa, Alabama, USA)
Karen R. Cox (University of Missouri Health Care, Columbia, Missouri, USA)
Leslie Hall (University of Missouri Health Care, Columbia, Missouri, USA)

Leadership in Health Services

ISSN: 1751-1879

Article publication date: 8 February 2011

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Abstract

Purpose

The IOM report “To Err is Human” recommended Crew Resource Management (CRM) training to improve patient safety and teamwork in health care. However, the effectiveness of CRM training in health care is uncertain; this study aims to identify the effect of CRM training on communication and decision making, processes that are associated with better teamwork and patient safety.

Design/methodology/approach

Employees in two intensive care units at a US academic medical center, one with high training penetration (67 percent trained) and one with low penetration (27 percent), were observed and interviewed about CRM principles and teamwork.

Findings

The paper found differences between the units in communication and decision making; it argues that these processes are mediating processes necessary for the effective transfer of CRM training to improvement of safety outcomes.

Research limitations/implications

This study adds to the growing literature concerning health care quality interventions.

Practical implications

The findings suggest that high levels of training concentration are needed, along with incentives for implementation of CRM principles to maximize effectiveness.

Originality/value

This study adds value to the literature by examining the processes mediating CRM training and its intended patient safety outcomes.

Keywords

Citation

Halbesleben, J.R.B., Cox, K.R. and Hall, L. (2011), "Transfer of crew resource management training: A qualitative study of communication and decision making in two intensive care units", Leadership in Health Services, Vol. 24 No. 1, pp. 19-28. https://doi.org/10.1108/17511871111102508

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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