Abstract
Background:The use of multidisciplinary in-hospital teams limits adverse events (AE), improves outcomes, and adds to patient and employee satisfaction.Methods:Acting like “well-oiled machines,” multidisciplinary in-hospital teams include “staff” from different levels of the treatment pyramid (e.g. staff including nurses’ aids, surgical technicians, nurses, anesthesiologists, attending physicians, and others). Their enhanced teamwork counters the “silo effect” by enhancing communication between the different levels of healthcare workers and thus reduces AE (e.g. morbidity/mortality) while improving patient and healthcare worker satisfaction.Results:Multiple articles across diverse disciplines incorporate a variety of concepts of “teamwork” for staff covering emergency rooms (ERs), hospital wards, intensive care units (ICUs), and most critically, operating rooms (ORs). Cohesive teamwork improved communication between different levels of healthcare workers, and limited adverse events, improved outcomes, decreased the length of stay (LOS), and yielded greater patient “staff” satisfaction.Conclusion:Within hospitals, delivering the best medical/surgical care is a “team sport.” The goals include: Maximizing patient safety (e.g. limiting AE) and satisfaction, decreasing the LOS, and increasing the quality of outcomes. Added benefits include optimizing healthcare workers’ performance, reducing hospital costs/complications, and increasing job satisfaction. This review should remind hospital administrators of the critical need to keep multidisciplinary teams together, so that they can continue to operate their “well-oiled machines” enhancing the quality/safety of patient care, while enabling “staff” to optimize their performance and enhance their job satisfaction.
Highlights
The use of multidisciplinary in‐hospital teams limits adverse events (AE), improves outcomes, and adds to patient and employee satisfaction
This study focused on prevention, e.g. the reduction of medications contributing to psychosis, the utilization of adequate psychiatric treatment, and the management of physiological conditions that arise and contribute to psychosis
Patients were completely satisfied with the extent of respect/compassion received from neurosurgical intensive care unit (NICU) staff in 76.3% of cases versus 92.7% for the medical ICU (MICU); less than 60% of neuro‐intensive care units (ICUs) families were completely satisfied by the (1) frequency of physician communication, (2) inclusion and support during decision making, and (3) control over the care of their loved ones
Summary
Acting like “well‐oiled machines,” multidisciplinary in‐hospital teams include “staff” from different levels of the treatment pyramid (e.g. staff including nurses’ aids, surgical technicians, nurses, anesthesiologists, attending physicians, and others). Their enhanced teamwork counters the “silo effect” by enhancing communication between the different levels of healthcare workers and reduces AE (e.g. morbidity/mortality) while improving patient and healthcare worker satisfaction
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