Dingley et al, 2008
|
24 months
|
Provider/Team communication toolkit:
ISBAR†
Team Huddles
Multidisciplinary rounds using daily goal sheets
|
Lectures and interactive group activities on an organisational and
departmental level with follow-up education over months, information
notebooks, concept posters, visual reminders, PowerPoint presentation,
‘champion’ roles.
|
Goldenhar et al, 2013
|
5 years
|
Inter-related tiered huddle system:
Unit huddle
Inpatient huddle
Daily operations brief
|
Employed safety officers, trained senior staff on implementation,
gradually introduced the concept following a pilot, expanded number and
participants of huddles over time
|
Hastings et al, 2016
|
14 months
|
New care processes:
Name Occupation Duty
More timely initial patient assessment
Comfort rounding by HCAs
Bedside shift report by RNs
Patient whiteboards
Rapid rounds
Care hub huddles regularly
|
Collaborative practice lead available to help guide staff and provide
feedback, reorganisation of teams to help implementation
|
Jain et al, 2015 |
1 month for baseline, 6 weeks for data
collection |
Daily pre-operative huddle with entire surgical team
completed prior to first case of the day |
Surgeons given a template to
follow for the huddle, instructed by author on how to perform
huddle |
Monash et al, 2017
|
Unclear
|
Attending Rounds introduced:
Pre-round huddle
Bedside rounds
Integrating bedside nurses
Completing real-time order entry using bedside computers
Updating patient’s whiteboard with care plan
|
Study investigators led a 1.5hr workshop to train teams allocated to the
intervention arm, informational handouts distributed, control arm not
informed of study aims
|
Newman et al, 2016
|
24 months
|
Night-shift interprofessional huddle:
Rounding process with overnight residents and bedside nurses followed
by conference call among residents, charge nurse, and at-home
cardiologist
Potential concerns discussed with resident, charge nurse, and
cardiologist
|
Not detailed.
|
O’Malley et al, 2015 |
N/A |
Generally a morning or afternoon
huddle that lasted 5-10 minutes with physician, assistants, nurses, and
sometimes front-desk staff. |
N/A |
Pannick et al, 2017
|
6 months
|
Hospital Event Analysis Describing Significant Unanticipated Problems
(HEADS-UP) briefing:
Daily briefings with teams
Briefings could be led by any member of the ward team
|
Visual format delivered to teams with options of making minor changes,
facilitator to raise concerns of frontline teams about issues raised in
the HEADS-UP briefings to bring about tangible unit and
organisational-level changes
|
Rodriguez et al, 2015 |
3 years at last data collection |
Huddle
adoption and use as part of Patient Aligned Care Teams Initiative |
N/A |
Scotten et al, 2015
|
12 months
|
TeamSTEPPS:
ISBAR† format
Daily briefs
CUS‡ communication tool to identify safety concerns
|
Train-the-trainer methodology, 2 hour sessions for team members on the
project.
|
Stapley et al, 2018
|
16 months total, data collected at 4 months
|
Situation Awareness For Everyone (SAFE):
Huddling
ISBAR†
PEWS§
|
Not specified.
|
Thomas et al, 2013
|
3 years
|
TeamSTEPPS¶:
Briefs, huddles, debriefs
Cross-monitoring, feedback, advocacy, two-challenge rule
CUS‡, DESC# script,
Collaboration, ISBAR†
Call-out, check-back, handoff
|
2.5 day master trainer course, 4hr fundamental course for all staff
providing direct patient care, essentials course for all non-clinical
staff
|