Surgical Quality Improvement by Rachel R. Kelz & Sandra L. Wong

Author:Rachel R. Kelz & Sandra L. Wong
Language: eng
Format: epub
Publisher: Springer International Publishing, Cham

Pitfall #5: Failure to Assemble a Well-Rounded Project Team

A strong team with diverse perspectives consistently accomplishes QI initiatives more successfully than even the most motivated individual. As a result, time spent assembling the components of the team is well rewarded. A common pitfall when building a team is not enlisting frontline staff, including residents. We learned this lesson when attacking the rate of vascular surgery infections. The attending surgeons and QI staff initially focused on surgical instruments and modifying sterilizing procedures, with little effect. The team then engaged frontline staff from both the operating room and the surgery floors. The collective insight introduced new ideas about perioperative hygiene and wound care that were later associated with improved outcomes. Involving frontline members from a project’s inception increases cooperation among those who are actually responsible for implementing clinical changes.

A successful QI team includes participants with a variety of talents and departmental interests. A sound team building strategy considers strengths and weaknesses of potential members that match the needs of the project, as opposed to randomly soliciting volunteers. In fact, the composition of effective teams can be retained for future projects, as they are more likely to be successful than novices (O’Neill 2011). As encountered with the vascular SSI initiative, the deliberate assembly of a larger group cultivated a team spirit, especially in the operating room. When stronger interpersonal relationships develop, team members perceive a greater shared pride and stake in patients’ well-being and outcomes. Of course, the selection or natural declaration of solid leaders is paramount. An ideal team will promote leaders, foster shared interests, and possess institutional credibility.

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