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Why isn't 'time out' being implemented? An exploratory study.

Brigid M Gillespie1, Wendy Chaboyer, Marianne Wallis

  • 1Research Centre for Clinical & Community Practice Innovation & School of Nursing & Midwifery, Griffith University, Gold Coast, Queensland, Australia. b.gillespie@griffith.edu.au

Quality & Safety in Health Care
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This summary is machine-generated.

Clinicians show ambivalent compliance with operating room time outs due to implementation challenges. Addressing hierarchical culture and competing priorities is key to improving patient safety protocols.

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Area of Science:

  • Healthcare Management
  • Patient Safety
  • Surgical Team Dynamics

Background:

  • The benefits of 'time out' protocols in preventing sentinel events are widely acknowledged.
  • Limited research exists on factors influencing clinician adoption of 'time out' in operating rooms.

Purpose of the Study:

  • To systematically identify implementation and practice challenges of 'time out' protocols in a large healthcare organization.
  • To understand issues impacting the introduction and sustained use of 'time out' procedures.

Main Methods:

  • Qualitative study involving interviews with 16 healthcare professionals (surgeons, anesthetists, nurses, nurse managers).
  • Grounded theory approach used for textual data analysis to identify causal relationships.

Main Results:

  • Central finding: 'Ambivalent compliance with time out' characterized adoption.
  • Contributing factors included haphazard implementation, hierarchical team culture, professional 'tribalism', and conflicting clinical priorities.

Conclusions:

  • 'Time out' facilitates explicit confirmation of safety details among operating room teams.
  • Recognizing compliance issues is crucial for effectively addressing challenges when implementing patient safety initiatives.