Table 2 Percent positive per item and per subscale^*

 People support one another in this unit. (A1)

 When a lot of work needs to be done quickly, we work together as a team to get the work done. (A3)

 In this unit, people treat each other with respect. (A4)

 When one area in this unit gets really busy, others help out. (A11)

 Average Teamwork Within Units

 My supervisor/manager says a good word when he/she sees a job done according to established patient safety procedures. (B1)

 My supervisor/manager seriously considers staff suggestions for improving patient safety. (B2)

 Whenever pressure builds up, my supervisor/manager wants us to work faster, even if it means taking shortcuts. (B3R)

 My supervisor/manager overlooks patient safety problems that happen over and over. (B4R)

 Average Supervisor/Manager Expectations & Actions Promoting Patient Safety

 We are actively doing things to improve patient safety. (A6)

 Mistakes have led to positive changes here. (A9)

 After we make changes to improve patient safety, we evaluate their effectiveness. (A13)

 Average Organizational Learning—Continuous Improvement

 Hospital management provides a work climate that promotes patient safety. (F1)

 The actions of hospital management show that patient safety is a top priority. (F8)

 Hospital management seems interested in patient safety only after an adverse event happens. (F9R)

 Average Management Support for Patient Safety

 It is just by chance that more serious mistakes don’t happen around here. (A10R)

 Patient safety is never sacrificed to get more work done. (A15)

 We have patient safety problems in this unit. (A17R)

 Our procedures and systems are good at preventing errors from happening. (A18)

 Average Overall Perceptions of Patient Safety

 We are given feedback about changes put into place based on event reports. (C1)

 We are informed about errors that happen in this unit. (C3)

 In this unit, we discuss ways to prevent errors from happening again. (C5)

 Average Feedback and Communication About Error

 Staff will freely speak up if they see something that may negatively affect patient care. (C2)

 Staff feel free to question the decisions or actions of those with more authority. (C4)

 Staff are afraid to ask questions when something does not seem right. (C6R)

 Average Communication Openness

 When a mistake is made, but is caught and corrected before affecting the patient, how often is this reported? (D1)

 When a mistake is made, but has no potential to harm the patient, how often is this reported? (D2)

 When a mistake is made that could harm the patient, but does not, how often is this reported? (D3)

 Average Frequency of Events Reported

 Hospital units do not coordinate well with each other. (F2R)

 There is good cooperation among hospital units that need to work together. (F4)

 It is often unpleasant to work with staff from other hospital units. (F6R)

 Hospital units work well together to provide the best care for patients. (F10)

 Average Teamwork Across Units

 We have enough staff to handle the workload. (A2)

 Staff in this unit work longer hours than is best for patient care. (A5R)

 We use more agency/temporary staff than is best for patient care. (A7R)

 We work in “crisis mode” trying to do too much, too quickly. (A14R)

 Average Staffing

 Things “fall between the cracks” when transferring patients from one unit to another. (F3R)

 Important patient care information is often lost during shift changes. (F5R)

 Problems often occur in the exchange of information across hospital units. (F7R)

 Shift changes are problematic for patients in this hospital. (F11R)

 Average Handoffs & Transitions

 Staff feel like their mistakes are held against them. (A8R)

 When an event is reported, it feels like the person is being written up, not the problem. (A12R)

 Staff worry that mistakes they make are kept in their personnel file. (A16R)

 Average Non-punitive Response to Error