From: Patient safety culture as perceived by operating room professionals: a mixed-methods study
Items of patient safety culture dimensions | Absolute frequency (n) | Average positive response (%) |
---|---|---|
D1: Overall perceptions of safety | 33.8 | |
Patient safety is never sacrificed to get more work done | 116 | 39.2 |
Our procedures and systems are good at preventing errors from happening | 102 | 34.3 |
It is just by chance that more serious mistakes do not happen around here | 110 | 37.4 |
We have patient safety problems in this facility | 72 | 24.2 |
D2: Frequency of adverse events reporting | 25.6 | |
When a mistake is made, but is caught and corrected before affecting the patient, it is reported | 78 | 26.4 |
When a mistake is made, but has no potential to harm the patient, it is reported | 70 | 23.6 |
When a mistake is made that could harm the patient, but does not, it is reported | 80 | 26.9 |
D3: Supervisor/manager expectations and actions promoting patient safety | 36.6 | |
Manager says a good word when he/she sees a job done according to established patient safety procedures | 117 | 39.7 |
Manager seriously considers staff suggestions for improving patient safety | 100 | 33.7 |
Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts | 85 | 28.6 |
My manager overlooks patient safety problems that happen over and over | 129 | 43.4 |
D4: Organizational learning and continuous improvement | 34 | |
We are actively doing things to improve patient safety | 127 | 42.8 |
Mistakes have led to positive changes here | 100 | 33.7 |
After we make changes to improve patient safety, we evaluate their effectiveness | 115 | 38.7 |
We are given feedback about changes put into place based on event reports | 83 | 28.1 |
We are informed about errors that happen in the facility | 93 | 31.4 |
In this facility, we discuss ways to prevent errors from happening again | 87 | 29.3 |
D5: Teamwork within units | 45 | |
People support one another in this facility | 104 | 35.3 |
When a lot of work needs to be done quickly, we work together as a team to get the work done | 149 | 50.2 |
In facility, people treat each other with respect | 141 | 47.5 |
When one area in this unit gets really busy, others help out | 139 | 46.8 |
D6: Communication openness | 26.3 | |
Staff will freely speak up if they see something that may negatively affect patient care | 92 | 31 |
Staff feel free to question the decisions or actions of those with more authority | 52 | 17.5 |
Staff are afraid to ask questions when something does not seem right | 90 | 30.3 |
D7: Nonpunitive response to error | 22.9 | |
Staff feel like their mistakes are held against them | 65 | 22 |
When an event is reported, it feels like the person is being written up, not the problem | 56 | 18.9 |
Staff worry that mistakes they make are kept in their personnel file | 83 | 27.9 |
D8: Staffing | 27.2 | |
We have enough staff to handle the workload | 55 | 18.5 |
Staff in this facility work longer hours than is best for patient care | 77 | 25.9 |
We work in crisis mode trying to do too much, too quickly | 110 | 37.2 |
D9: Management support for patient safety | 31.2 | |
Management provides a work climate that promotes patient safety | 92 | 31.1 |
The actions of management show that patient safety is a top priority | 80 | 27.1 |
Management seems interested in patient safety only after an adverse event happens | 118 | 39.7 |
Units work well together to provide the best care for patients | 80 | 27 |
D10: Teamwork across units | 28.2 | |
There is good cooperation among units that need to work together | 80 | 26.9 |
Units do not coordinate well with each other | 93 | 31.3 |
It is often unpleasant to work with staff from other units | 92 | 31 |
Things ‘fall between the cracks’ when transferring patients from one unit to another | 94 | 31.6 |
Important patient care information is often lost during shift changes | 79 | 26.6 |
Problems often occur in the exchange of information across units | 64 | 21.5 |