Dimension/Skill | Description of the team behavior found during reviews |
---|---|
Leadership | |
Briefing | The procurement leader physicians called the procurement coordinators and laboratory staff for their readiness before beginning the actual procurement process. |
Huddle | The procurement leader physician confirmed the goal of action and planned the expected process with the members. |
Debriefing | The procurement team discussed after completion of the procedure, stressing on unexpected conditions. |
Situation Monitoring | |
Situation monitoring | Staff members were trained to upload updated patient clinical data and laboratory results into the platform. |
Situation awareness | Institutional patient data platform to update the progress during procurement and transplantation. This improved the situation awareness of the on-duty team members. |
Shared mental model | Procurement staff, laboratory staff and procurement leaders updated for the process during organ donation. |
Mutual Support | |
“I’M SAFE” | Monitor the working hours to avoid working for more than 12 hours for each shift. |
Communication | |
Hand off (“ISBAR”) | Procurement member communicated each other with a structured form (ISBAR), which was later incorporated into the case records. |
Call-out | Laboratory member called team members to confirm the information been received by the whole team. |
Critical test result (i.e., positive HIV) confirmed informed to all team members until the whole process stopped. | |
Time-out | Structured time-out checklist used during organ donation and transplantation, stressed on correct laboratory results. |