|
Manager expectations & actions promoting patient safety
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|
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
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|
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
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|
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
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|
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
|
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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
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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
|
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A7
|
We use more agency/temporary staff than is best for patient care.
|
.61
|
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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
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|
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
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|
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
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|
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
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|
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
|
