7. Quality and Safety Flashcards

1
Q

six dimensions of healthcare quality

* \_\_\_\_
* \_\_\_\_
* \_\_\_\_
* \_\_\_\_
* \_\_\_\_
* \_\_\_\_-centered
A
safe
timely
effective
efficient
equitable
patient
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2
Q

What is a system

How to improve:
• Must have a desire to ____
• ____
• ____

A

improve
ideas
execution

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3
Q

3 questions and 4 steps

  1. what are we trying to accomplish? (1)
  2. how will we know a change is an improvement? (2, 4)
  3. what change will we make? (3)
  4. set an ____
  5. establish ____
  6. develop ____
  7. test ____
A

aim
measures
changes
change

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4
Q
Step 1: Set an Aim
● What are we trying to accomplish?
○ How \_\_\_\_?
○ For \_\_\_\_?
○ By \_\_\_\_?
A

good
whom
when

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5
Q
Step 2: Establish Measures
How will we know a change is an improvement?
■ \_\_\_\_ measures 
■ \_\_\_\_ measures 
■ \_\_\_\_ measures
A

outcome
process
balancing

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6
Q
Step 2: Establish Measures
○ Outcome measures 
\_\_\_\_ are we going?
○ Process measures
\_\_\_\_ are we doing?
○ Balancing measures
What \_\_\_\_ is happening?
A

where
what
else

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7
Q

● Change = ____?

A

improvement

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8
Q

Step 3: Developing changes

○ Eliminate \_\_\_\_
○ Improve workflow
○ Optimize \_\_\_\_
○ Enhance the
provider-patient
relationship
○ Change the work
\_\_\_\_
○ Manage time
○ Manage \_\_\_\_
○ Improve the design of
products
○ Design systems to
prevent \_\_\_\_
* \_\_\_\_ improves the work environment 
* Fix errors and prevent - \_\_\_\_
A
waste
inventory
environment
time
errors
music
redundancy
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9
Q

Step 3: Developing changes
● Improve workflow
Ensure rescue drugs are kept in a ready to ____ state
● Optimize inventory
Ensure rescue drugs are ____ available
● Change the work environment
Have a licensed dental
____ on staff
● Manage variation
Update office protocols to be consistent with ____
guidelines for conscious sedation of pediatric patients
● Design systems to prevent errors
Create ____ for your
protocols, make them readily available and easy to use

A
go
consistently
anesthesiologist
ADA
checklists
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10
Q

Step 4: Testing changes

Linking PDSA Test Cycles
Can link different ____ cycles together
Based off of small ____ changes

A

PDSA

incremental

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11
Q

Using Data for Improvement

Research
Data collection:
Gather enough data to ____ study for effect and control for all known confounders

Quality improvement
Data collection:
Gather just ____ data to inform improvement, and only collect data on ____ confounders as needed (i.e., balancing measures)

A

authoritatively
enough
1-2

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12
Q
• Level 1: Project‐level measures: 
		○ Outcomes
			§ Reduced \_\_\_\_
			§ No \_\_\_\_
	• Level 2: Process‐level measures 
Processes 
• Availability of rescue drugs; did yoga teacher show up?
	• \_\_\_\_
• School budget ; \_\_\_\_ staff satisfaction
A

stress
deaths
balancing
clinic

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13
Q

How would you measure this?
• Many ways to measure “access”
– Number of ____ to third next available
appointment
– Number of ____ in reception area
– % of “good” or “very good” answers on ____
– Average # ____ clinicians are available

A

days
minutes
surveys
hours

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14
Q

Which is a complete definition?
• ____ index
• Percentage of patient encounters in compliance with ____ protocol
• Number of ____ available

A

plaque
oral hygiene
toothbrushes

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15
Q

Which is a complete definition?
• Plaque index
– Which ____ will you use? ____ will measure it?
• Percentage of patient encounters in compliance with oral hygiene protocol
– How do you define a “patient encounter”? How will you ____ the percentage? What if a patient is discharged mid-day?
• Number of toothbrushes available
– What ____ are you including in the count of toothbrushes? How do you define “available” — what if the dispenser is ____, but the
closet is full?

A
index
who
calculate
area
empty
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16
Q

Key questions for measurement

• What is the \_\_\_\_ you need to collect?
• Who is \_\_\_\_ for collecting the data?
• How \_\_\_\_ will the data be collected?
• How will the data be \_\_\_\_?
Make measurement as \_\_\_\_ as possible!
A
data
responsible
often
collected
simple
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17
Q

Simplify through sampling
• Simple ____ sampling
• ____ stratified random sampling

A

random

proportional

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18
Q

Using data for improvement

Research
Results evaluation:
____- and post-assessment

Quality Improvement
Results evaluation:
regular assessment with ____ charts

A

pre

run

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19
Q

Getting better or worse?

• ____ chart

A

run

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20
Q

Using data for improvement

Research
Method:
One ____ test with a ____ hypothesis; control ____ as much as possible

Quality improvement
Method:
rapid ____ tests with a hypothesis that cahnges as learning takes place; no effort to control ____

A

large
fixed
bias

sequential
bias

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21
Q

Building Degree of Belief

  • Iterative test cycles; can be ____
  • Increase size: ____X rule
  • Broaden scope: Test in many different ____
A

concurrent
5
conditions

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22
Q

no improvement - make the next test cycle ____

improvement - increase ____ or scope of next test cycle

A

smaller

size

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23
Q

Patient safety

• Patient safety:
– “The absence of ____ to a patient during the process of health care” (WHO)

• Harm:
– “____ physical injury resulting from or contributed to by medical care that requires additional monitoring, treatment, or hospitalization, or that
results in death” (IHI Global Trigger Tool)

• There is always the possibility of a complication, why you have a patient sign a ____

A

preventable harm
unintended
consent form

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24
Q

Redefining harm
• Today’s “unpreventable events” are only an innovation away from being preventable.
• Providers once accepted a small number of central line-associated bloodstream infections (CLABSIs) as an unavoidable complication of care — i.e., not “____.”
• Broadening the definition helps providers think more critically about systems of care.

A

harm

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25
Q
When is a patient harmed in dentistry?
• \_\_\_\_
• Inflamed gingiva 
• \_\_\_\_ injury
• Hospitalization
• \_\_\_\_
A

headaches
pulpal
death

26
Q

Why is healthcare so dangerous?
What factors about health care make it inherently prone to be unsafe?

• Looked to the ____ industry on how to become more safe

A

aviation

27
Q
Why is healthcare so dangerous?
• \_\_\_\_
• Equipment
• \_\_\_\_
• Change
• Every patient is \_\_\_\_
• Limited time and resources
• \_\_\_\_ areas
A

drugs
communication
unique
gray

28
Q

How do we achieve safety?

  • Errors usually aren’t the fault of ____ providers
  • Improving safety will require ____ and improved ____ and analysis to build better ____
A

individual
leadership
data collection
system

29
Q

how does harm occur

error and harm!


Errors and harm aren’t always the ____

A

same

30
Q

Two types of errors
• ____ conditions
• ____ failures

A

latent

active

31
Q

Latent conditions

• Things that are more likely to make an error occur
Being ____
Being poorly ____

A

tired

trained

32
Q

Active failures


Latent conditions lead to active ____

A

failures

33
Q

Swiss Cheese Model

• Multiple ____ of checking to prevent errors

A

layers

34
Q

What type of error is it?
• You forget to tell your patient to schedule a follow-up appointment.
____
• You try to give your patient a pamphlet on healthy eating but grab one on sleep hygiene.
____
• You don’t wash your hands because you’re distracted. ____
• You don’t wash your hands because you don’t feel like you have time. ____
• You misdiagnose your patient’s pain. ____

A
lapse
slip
lapse
violation
mistake
35
Q

Systems Approach to Error

• Focusing largely on the conditions under which individual ____ and care teams work
• Designing in ____ and defenses to avert errors
• Minimizing the conditions that lend themselves to
____
• Putting mechanisms in place to ____ the effects of unsafe acts that may inevitably occu

A

providers
workflow
violations
mitigate

36
Q

Two Types of Mental Processes

• Automatic thinking
– Rapid and effortless
– Like riding a bike or driving a car
– Prone to errors of ____ (i.e., ____, ____)

• Controlled thinking
– Conscious, can be ____ and deliberate
– Solving a problem or making a ____ decision – Prone to errors of ____ (i.e., ____)

A
execution
slips
lapses
slow
tough
planning
mistakes
37
Q

Cognitive Errors

• As we think, ____ — mental “short cuts” — simplify thought processes based on patterns and past experiences.
– We’re able to assess a situation quickly, but miss things.
• Examples:
– Physician assumes unconscious patient’s odor of alcohol is “just another drunk,” missing hypoglycemia diagnosis
– Pharmacist delivers incorrect medication because of look-alike packaging
– Nurse ignores critical alarm because there are so many false alarms the nurses have become ____

A

heuristics

desensitized

38
Q

What Factors Make Errors More Likely to Occur?
• What factors make errors more likely to occur?

Imagine any of these scenarios:
– A physician diagnosing a patient
– A dentist doing a restoration
– A pharmacist filling an order
– A nurse delivering treatment
• Think about the automatic and controlled thinking involved in these tasks.
A

YAY

39
Q

What Factors Make Errors More Likely to Occur?

Internal factors, i.e., psychological and physiological states – ____, stress, ____, illness, attitude, memory

External factors, i.e., environmental forces
– ____, light, ____, work schedule, training, rules or procedures, distractions, language barriers

Cognitive biases (\_\_\_\_ especially)
– \_\_\_\_, confirmation bias, attribution error
A
fatigue
hunger
noise
temperature
diagnosis
anchoring
40
Q

How can we prevent errors?

• Vigilance and hard work can be effective to a point, but we cannot sustain performance by merely trying ____ and paying attention.
• Human factors ____ strives to understand how people perform under different circumstances in order to build safer systems.
– Principles from ____, physiology, physics, and biomechanics

A

hard
engineering
anatomy

41
Q

Example of Changing Systems

• Over the past 20 years, patient deaths due to anesthesia have declined from 1 in 5,000 to 1 in 200,000+
• Key changes:
– ____ valves (different brands of machines used to use clockwise and counter-clockwise inconsistently)
– Avoiding reliance on memory through ____
– Promoting teamwork by encouraging nurses and others to ____ up

A

standardizing
checklists
speak

42
Q

Strategies to Prevent Error

  • ____
  • Standardize
  • Use forcing functions and ____
  • Use redundancies
  • Avoid reliance on ____
  • Take advantage of habits and patterns
  • Promote effective ____
  • Automate (carefully)
A

simplify
constraints
memory
team functioning

43
Q

Match the Example to the Strategy
• Double-checking someone’s work Use ____
• A computer alerting someone of a potential error ____
• Removing a step in a process ____
• Storing things that need to be used together in the same
place Take advantage of ____
• A system that requires a piece of information to save Forcing ____

A
redundancy
automate
simplify
patterns
function
44
Q

The Risks and Rewards of Technology

• ____ has often been heralded as the solution to mitigate and prevent human error — and it can be
– EMRs, bar-coding, computerized ____ order entry systems, intravenous infusion pumps
• However, new technologies and challenges in implementing them also create new hazards
– Alert ____, poor design, over reliance

A

technology
prescriber
fatigue

45
Q

Best Practices
• Design processes to be ____ first; then use technology to ____ and standardize.
• Actual users test technology in ____ situations.
• ____ (symptoms of poorly designed systems) can lead to serious error.
• Users should not be overly reliant on technology, still perform double-checks when reasonable, and accept that ____ can still occur.

A

effectiv
real-world
workarounds
error

46
Q

Example
• 64 yo M presents to the ED with COPD exacerbation resulting from a mild respiratory tract infection
• He is treated with oral steroids and inhaled bronchodilators, and symptoms improve
• On hospital day 3, the patient complains of pain in his leg, a symptom of deep vein thrombosis (DVT)
– The team realizes the admitting doctor had not ordered prophylaxis for DVT

What went wrong?
• The patient did not receive standard treatment to prevent the formation of ____. What are some possible reasons why this error occurred?

A

DVT

47
Q

What went wrong?

  • The physician may simply have ____, perhaps distracted thinking about the case
  • Perhaps it is a ____ process to enter the order
  • The main cause, most likely, is the system relies on the admitting physician to ____ this step in addition to other decisions regarding acute medical management.
A

forgotten
cumbersome
remember

48
Q

How should the hospital respond?
• Punish the physician? Probably not
– This error most likely stemmed from system problems
• Review the case, looking for opportunities to improve? ____
– One potential solution: Embed a decision prompt for ordering DVT
prophylaxis into the workflow
• Don’t call attention to the error, to avoid making the physician feel bad? ____
– Errors and near misses are improvement opportunities • Disclose the error to the patient? ____
– If a blood clot is confirmed, an apology is likely warranted

A

yes
no
probably

49
Q

Features of a Culture of Safety

  • Staff are comfortable expressing their ____.
  • Problems aren’t ____ under the rug.
  • People know they will not be ____ or blamed for system-based errors.
A

concerns
swept
punished

50
Q

Why is teamwork important?

• A team is a group of people who work together in a coordinated way to achieve a ____ goal.
• One person cannot provide all the expertise needed to care for patients.
• Health care teams can help or hinder safety
– 80 percent of serious adverse events are related to ____.
– When wrong-site surgeries occur, there is usually somebody who could
have prevented it — but didn’t ____ up.

A

common
miscommunication
speak

51
Q

What is a ‘culture of safety’?
• What features of the working environment would make you feel safe in a health care setting?
– As a ____r – As a ____

A

provider

patient

52
Q

What is a ‘culture of safety’?

• People treat each other with ____.
– Everyone is encouraged to speak up about safety concerns.
– People are not unfairly blamed.
• It is ____ to talk about mistakes and errors.
– People learn from these events and treat them as opportunities to
improve.
• Each team member understands that his or her actions contribute to safety or the lack of safety.

A

respect

safe

53
Q

Psychological Safety
• People know their concerns will be openly received and treated with respect.
– Anyone can ask ____ without looking stupid.
– Anyone can ask for feedback without looking incompetent.
– Anyone can be respectfully critical without appearing negative.
– Anyone can suggest innovative ideas without being perceived as disruptive.

A

questions

54
Q

Accountability

• Following an error, people ask the following questions:
– Did the individuals intend to cause ____?
– Did they come to work drunk or impaired?
– Did they do something they knew was ____?
– Could two or three peers have made the same mistake in similar circumstances?
– Do these individuals have a ____ of involvement in similar events?

A

harm
unsafe
history

55
Q

Teamwork and Communication

• Strong teams take these actions:
– \_\_\_\_ ahead
– Reflecting back
– Managing \_\_\_\_
– Communicating clearly
• As an individual, you must \_\_\_\_ up!
– No matter how much forethought has gone into a particular process, there will inevitably be problems that providers will discover along the way.
A

planning
risk
speak

56
Q

Planning Ahead & Reflecting Back
• Briefings: Teams discuss the ____ and the expected outcome, often before a procedure.
– Everyone knows what’s supposed to happen and can recognize things outside the plan as problems.
• Debriefings: At the ____ of an event, teams identify what happened, what the team members ____, and what they can do better next time.

A

plan
completion
learned

57
Q

Critical moments
• ____ language assigns designated words or phrases to indicate escalating concern.
– “I need a little clarity.”
– “I am concerned,” “I feel scared.” (CUUS: ____, ____,
____, ____)
• ____-challenge rule allows a subordinate to take action if a superior is ignoring repeated concerns about safety.

A
critical
concerned
uncomfortable
unsafe
scared
two
58
Q

Individual Actions to Promote a Culture of Safety

  • Follow safety ____.
  • Speak up when you have concerns.
  • Listen to ____, colleagues, and mentors.
  • Take care of ____.
A

protocols
patients
yourself

59
Q

Follow Safety Protocols

• Examples:
– Patient \_\_\_\_
– Alarms
– Specimen \_\_\_\_ and handling
– Equipment disinfection/sterilization
– Hand \_\_\_\_
• Working around problematic policies and procedures can lead to patient harm — if the policy doesn’t work, say something.
A

identifiers
labeling
washing

60
Q

Speak Up

• Speak up when…
– There is a problem with a ____ or procedure
– You see something happening that puts patients or providers at ____
– You are involved in an error or near miss
• ____ reporting systems allow organizations to review and improve unsafe conditions.

A

policy
risk
voluntary

61
Q

Listen to Teammates and Patients
• Simply talking to the people you work with — and listening to what they have to say with an open mind — is a first step toward building trust and teamwork.
• Patients know themselves and the resources they have to help them promote their health and manage their health care.
– Encourage ____ and families to participate in care and decision-making at the ____ they choose.

A

patients

level

62
Q

Take Care of Yourself
• Stress and fatigue significantly impair performance (____% cognitive decline after one night of missed sleep)
• Burnout is high in the ____ workforce (25–60% among practicing physicians)
• Recommendations:
– Try not to ____ yourself
– Take breaks for ____, yoga, meditation
– Connect with ____ and friends

A
25
health care
overextend
exercise
family