Dimension / Item | Factor loadings | |
---|---|---|
Manager expectations & actions promoting patient safety | ||
C1 | My manager says a good word when he/she sees a job done according to established patient safety procedures. | .80 |
C2 | My manager seriously considers staff suggestions for improving patient safety. | .87 |
C3 | Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts*. (*Do not follow all procedures, for example, not implement the dual control of drugs prior to administration.) | .57 |
C4 | My local manager overlooks patient safety problems that happen over and over. | .73 |
Organizational learning - continuous improvement | ||
A6 | We are actively doing things to improve patient safety. | .68 |
A9 | Mistakes have led to positive changes here. | .59 |
A13 | After we make changes to improve patient safety, we evaluate their effectiveness. | .70 |
Teamwork within units | ||
A1 | People support one another in this local unit. | .82 |
A3 | When a lot of work needs to be done quickly, we work together as a team to get the work done. | .73 |
A4 | In this local unit, people treat each other with respect. | .81 |
A11 | When one area in this unit gets really busy, others help out. | .47 |
Communication openness | ||
D2 | Staff will freely speak up if they see something that may negatively affect patient care. | .65 |
D4 | Staff feel free to question the decisions or actions of those with more authority. | .78 |
D6 | Staff are afraid to ask questions when something does not seem right. | .72 |
Feedback and communication about error | ||
D1 | We are given feedback about changes put into place based on event reports. | .66 |
D3 | We are informed about errors that happen in this local unit. | .76 |
D5 | In this local unit, we discuss ways to prevent errors from happening again. | .79 |
Nonpunitive response to error | ||
A8 | Staff feel like their mistakes are held against them. | .80 |
A12 | When an event is reported, it feels like the person is being written up, not the problem. | .77 |
A16 | Staff worry that mistakes they make are kept in their personnel file. | .71 |
Staffing | ||
A2 | We have enough staff to handle the workload. | .59 |
A5 | Staff in this local unit work longer hours than is best for patient care. | .43 |
A7 | We use more agency/temporary staff than is best for patient care. | .61 |
A14 | We work in "crisis mode"* trying to do too much, too quickly. (*The experience of workload beyond what should be normal.) | .65 |
Hospital management support for patient safety | ||
H1 | Hospital management provides a work climate that promotes patient safety. | .78 |
H8 | The actions of hospital management show that patient safety is a top priority. | .84 |
H9 | Hospital management seems interested in patient safety only after an adverse event happens. | .63 |
Teamwork across units | ||
H2 | Units in the prehospital chain do not coordinate well with each other. | .41 |
H4 | There is good cooperation among units that need to work together. | .64 |
H6 | It is often unpleasant to work with staff from other units in the prehospital chain. | .64 |
H10 | Units in the prehospital chain work well together to provide the best care for patients. | .59 |
Handoffs and transitions | ||
H3 | Things “fall between the cracks”* when transferring patients from one unit to another. (*For example, patient information is not transmitted, unclear responsibility for tasks and procedures in patient handover.) | .64 |
H5 | Important patient care information is often lost during shift changes. | .71 |
H7 | Problems often occur in the exchange of information across units in the prehospital chain. | .73 |
H11 | Patient handovers are problematic for patients in the prehospital chain. | .65 |
Overall perception of safety | ||
A10 | It is just by chance that more serious mistakes don’t happen in this local unit. | .72 |
A15 | Patient safety is never sacrificed to get more work done. | .56 |
A17 | We have patient safety problems in this local unit. | .73 |
A18 | Our procedures and systems are good at preventing errors from happening. | .70 |
Frequency of error reporting | ||
F1 | When a mistake is made, but is caught and corrected before affecting the patient, how often is this reported? | .76 |
F2 | When a mistake is made, but has no potential to harm the patient, how often is this reported? | .75 |
F3 | When a mistake is made that could harm the patient, but does not, how often is this reported? | .75 |
Stop working in dangerous situations | ||
A19 | I ask my colleagues to stop work when I think the job is being done in a risky manner. | .63 |
A20 | I report dangerous situations when I see them. | .69 |
B1 | My colleagues stop me if I'm working in a dangerous manner. | .79 |
B2 | I stop working if I think it can be dangerous for me or others to continue. | .57 |