1. ^aCivil Safety and Security Unit (CSSU), University of Leicester, Leicester, UK
2. ^bNational Health Service (NHS) Non-Clinical Skills and Simulation Co-ordinator, Burton Hospitals NHS Trust, Burton-on-Trent, UK

Correspondence: Simon A. Bennett, Civil Safety and Security Unit (CSSU), University of Leicester, Leicester LE1 7QA, UK. E-mail: sab22@le.ac.uk

Abstract

According to the United Kingdom's National Patient Safety Agency, one out of every 10 National Health Service (NHS) patients will experience a patient safety incident. Team-based working may help reduce errors. Using an abbreviated Operating Room Management Attitudes Questionnaire, researchers recorded clinical and non-clinical grades' experience of, and attitudes towards teamworking at an NHS District General Hospital. Two hundred and twenty-six employees completed a questionnaire. Data revealed a pronounced mis-match between most employees' preferred method of working (effective inter- and intra-disciplinary teamwork) and that which obtained (a generally hierarchical system of top-down management). Eighty per cent of respondents "agreed strongly" with the statement "I enjoy working as part of a team" and 73%"agreed strongly" with the statement "Senior medical staff should encourage questions and input ..." (no respondent disagreed with this statement). Only 33%"agreed strongly" with the statement "I feel fully integrated with and valued by my colleagues in my work area". While 68% of respondents preferred a consultative style of management, only 35% experienced it. Three conclusions were drawn. First, managers at the subject hospital must improve teamworking (because effective teamworking can help reduce levels of medical error). Secondly, adaptations of proven team-building techniques, like aviation's crew resource management protocol, may provide a solution. Thirdly, those members of the staff responsible for the status quo at the hospital may resist reform.