Operating Room and Working Process Model

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Table of Contents

The Background of Communication Issues in the Operating Room
The Model of the Requisite Change
The Role of the Operating Room Leader in the Implementation of the Innovation
Positive and Negative Influences of the Change
A Plan for Overcoming Negative Influence
Reference List

The Background of Communication Issues in the Operating Room

Every single operating room team member should have his or her individual role. However, the intensiveness of the process of the operation and the flow of the patients sometimes may confuse the personnel of the operating room. For many years, there has been a problem of communication and mutual understanding between the members of the team (Weldon, Korkiakangas, Bezemer, & Kneebone, 2013).

This fact decreases the efficiency of the work in the operating room and causes crucial medical errors. Often, these issues are caused by the lack of communication ethics and the practical use of teamwork (Gardezi et al., 2009). Very often, the issues are caused by the lack of comprehension of staff members’ personal duties and inappropriate and inadequate commands by the leader of the operating room (Egger & Macario, 2012).

The Model of the Requisite Change

All these issues affected the decision to suggest the model implying the accurate delimiting of the responsibilities, which should be implemented in the operating room organization to provide the effectual work of each employee. This plan will help to avoid the waste of time and contribute to the improvement of the work. The practice of team-based medical treatment should be developed within the operating room (Hurlbert & Garrett, 2009).

It seems quite easy to determine the role of each staff member and to control the fulfillment of their tasks. However, a human element of every interaction influences the implementation of useful models. Thus, the primary aspect of the operating room work is to appeal to the personal peculiarities of its members and to generate the most appropriate model of the working process.

The Role of the Operating Room Leader in the Implementation of the Innovation

In order to achieve that, the operating room leader should work out the model, which would be the most effectual for the given staff, and then he or she should introduce some regulations and rules regarding the manner of communication and the fulfillment of the duties. Professional briefings, team meetings, and training of the staff members should also become a fixed measure of the personnel management. The creative collaboration of medical employees and their ethical behavior with each other can make the work of the operating room even more patient-oriented and concentrated (Markova, Mateo, & Roth, 2012).

Positive and Negative Influences of the Change

The primary advantage of the suggested change is the opportunity to avoid medical errors. However, some difficulties may be caused by its impact. Decision-making is a rather responsible part of every work. Very often, some individuals take the initiative to make decisions regardless of the opinions of other staff members. It may cause a fatal error. Every single decision should be carried jointly by all the operating room team members.

And the responsibility is the common duty for them. Consequently, briefings and meetings should become of vital significance for the implementation of the tasks for each member of the medical personnel. All the challenges, which may be caused by the change of the environment within the operating room, are confined in the unpredictability of human factors. For example, some staff members may resist the innovations established by the operating room leader (Orson & Russel-Larson, 2010).

A Plan for Overcoming Negative Influence

There are some universal tools to overcome the negative influence that may affect the change process. First of all, a positive result of such changes is inevitable. It may stimulate the involvement of the staff in the process of implementation of the innovations. For instance, the operating room leader may appoint some particular days to conduct the professional training of the staff, lead the briefings devoted to decision-making, and weekly summarize the results of the work presented by the members of the operating room personnel.

Reference List

Egger, C., & Macario, A. (2012). Leadership Principles. In A. D. Kaye, C. J. Fox & R. D. Urman (Eds.), Operating Room Leadership and Management (pp. 1-10). Cambridge, UK: Cambridge University Press.

Gardezi, F., Lingard, L., Espin, S., Whyte, S., Orser, B., & Baker, G. (2009). Silence, Power and Communication in the Operating room. Journal of Advanced Nursing, 65(7), 1390-1399. Web.

Hurlbert, S., & Garrett, J. (2009). Improving Operating Room Safety. Patient Safety in Surgery, 3(1), 25. Web.

Markova, T., Mateo, M., & Roth, L. (2012). Implementing Teams in a Patient-Centered Medical Home Residency Practice: Lessons Learned. The Journal Of The American Board Of Family Medicine, 25(2), 224-231. Web.

Orson, J., & Russel-Larson, D. (2010). Operating Room Principles. Personnel. In M. Porteous & S. Baeuerle (Eds.), Techniques and Principles for the Operating Room (1st ed., pp. 32-43). Davos Platz, Switzerland: Thieme Medical Publishers.

Weldon, S., Korkiakangas, T., Bezemer, J., & Kneebone, R. (2013). Communication in the operating theatre. British Journal of Surgery, 100(13), 1677-1688. Web.

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