From: The goldilocks effect: the rhythms and pace of hospital life
Concept | Definition |
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Busy-ness (of hospital organisation life) | For Levine (2005), busy-ness was a state of or subjective experience of having a lot to do, and perceiving that you don’t have much time for other activities beyond your current work, with two components: speed and activity. When you are busy, you perceive that you are not available to complete much else, and that you need to work or concentrate on a task or tasks. |
Pace (of hospital organisation life) | The rate of at which clinical and non-clinical work is being progressed; the psychological or subjective experience of rapidity of work, and density of perceptions of this. |
Speed of hospitals (also referred to as the tempo of hospitals) | The relative rapidity of staff movement, and rate of activities being done e.g., walking pace between wards, time available to do a drug round; or as a global measure of staff activities. |
Briskness | Staff quickness; their liveliness and vigour. |
Step up or stepping up the pace | The act of increasing speed or pace: a feeling of accelerating busy-ness. |
Four-hour rule in Emergency Departments | Based on the UK experience, Australia introduced the National Emergency Access Target (NEAT) in 2011. This states that patients should be admitted, discharged or transferred within 4Â h of arrival, in Emergency Departments (Ngo, H. et al. 2018; Sullivan, C. et al. 2014). |
ETTO principle (efficiency-thoroughness trade-off) | This principle, expounded by Hollnagel (2009), suggests that people must make a trade-off between the resources of preparing an activity and the resources in completing that activity. This could be a trade-off of thoroughness over efficiency, or efficiency over thoroughness. Thoroughness and efficiency cannot be maximised at the same time. |