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CRM and Checklists. Robert S. Barrett SureSurgery Inc. GreenDot Global Inc. CRM Refresher. Management philosophy Focus not on technical skills but interpersonal, leadership, and team Use all available resources for the best decision possible

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crm and checklists

CRM and Checklists

Robert S. Barrett

SureSurgery Inc.

GreenDot Global Inc.

crm refresher
CRM Refresher
  • Management philosophy
  • Focus not on technical skills but interpersonal, leadership, and team
  • Use all available resources for the best decision possible
  • Open communication and inclusiveness to improve situational awareness
  • Reminder of human fallibility (fatigue)
preliminary findings in observing neurosurgical or
Preliminary findings in observing neurosurgical OR
  • Little or no formal ‘briefing/debriefing’
  • Little ‘overt’ redundancy checking
  • Several misunderstood/unacknowledged communications
  • Extraneous conversation during ‘critical phases’
  • Little preparedness for mechanical equipment failures
  • ‘Broken Window Effect’ was present (once lax procedures start they tend to form the new norm)
  • Some tension regarding “power” within team unit
  • Lack of ‘handover’ procedures for shift changes

(Louw, D; Barrett, R..; Brien, S.; Kopp, G.)

briefings and checklists
BRIEFINGS

Reduce potential error and omission

Set the tone

Communicate plan for any abnormal or emergency situation

Pass routine information when necessary

CHECKLISTS

Reduce/trap potential error and omission

Build redundancy

Overcome interpersonal differences with SOP

Establish procedural flow and norms

Briefings and Checklists
crm and briefing checklist use
CRM and Briefing/Checklist Use

IMPORTANT CONSIDERATIONS:

  • Checklist types (flow; challenge-and-response; read-and-do; “I will – you will”)
  • Ease of use (functional fit into normal flows)
  • Division of labour (who reads? who actions?)
  • Compliance and Standards (monitoring)
  • Pushback (threat to authority; group culture)
  • Feedback loops (system learning; reports)
general crm guidelines
General “CRM” Guidelines

Where are we right now?

Where are we going?

What do we do if things go wrong?

*situational awareness*

*shared commitment*

INTERPERSONAL AND TEAM PERFORMANCE

  • Set the tone
  • Clarify receptiveness (input from team)
  • Review roles and responsibilities for normal, abnormal, and emergency situations

LOSA