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FUELLING BEHIND THE CLOSED OPERATING ROOM DOUBLE DOORS-WHAT SKILLS?

By A.W NYAMU

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Background

  • Operating theatre nurses operate behind closed doors in the OT

- there is a stance that it’s a technical area

  • Highly-specialized medical practitioners must work quickly and collaboratively in a high-stakes, dynamic environment.
  • Team members balance standardization of the surgical process with

-unpredictability

- complex technological skill

- experience

  • Rely on effective leadership, strong communication, and an overarching trust in the team’s shared commitment to patient well-being
  • patient outcome is highly dependent on the technological equipment, technique, and skill of the team

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UNIQUE ENVIRONMENT

  • Care in perioperative environment –linked to continuity
  • Suggested that nurses ‘perform’ theatrically-by learning lines, responding to whispered eves and carrying on despite disruptions
  • Dramaturgical analyses also suggest operation theatre is a ‘back stage’ arena

-closed to public, where private performances and roles are found, only those working there understand the features of practice.

  • Requires a balance between maintaining momentum and accounting for safety

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THE BALANCE

MAINTING MOMENTUM.

  • Anticipating, planning, predicting
  • Managing intrinsic and extrinsic factors
  • Managing time flow
  • Managing emotions-mostly negative

ACCOUNTING FOR SAFETY

  • Safe teamwork
  • Managing the environment

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  • To enhance safe care and to reduce adverse events ,
  • It is essential that both technical and non‐technical skills are performed in the OR
  • The OT nurse must have holistic knowledge and a deeper understanding of the care of the surgical patient and the operating room environment
  • A need for multidisciplinary and often subspecialized team that can adapt quickly and with an orchestrated approach:
  • coordinating, collaborating, and focusing on multiple tasks in a timely manner.
  • Effective perioperative leadership requires mastery of both technical and non-technical skills

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TECHNICAL VS NON TECHNICAL SKILLS

  • Technical Skills (Hard skills) are job-specific - comprising academic knowledge and techniques, expertise, and practical exposure needed to proficiently perform tasks
  • are specific, teachable abilities that can be defined and measured
  • In nursing curricula, they dominate theory and clinical practice through skills labs and clinical assignments
  • Mastering a procedure is a prerequisite for decision-making needed to ensure timely handling with sound medical judgment

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TECHNICAL VS NON TECHNICAL SKILLS

  • Non-Technical Skills (NTS) are social, cognitive and personal skills that can enhance the way one carries out technical skills, tasks and procedures ( soft skills)
  • Are learned behaviors which require training and focused application in that particular area.
  • Make up that we are, generally encompassing our attitudes, habits and how we interact with other people.
  • Much less tangible ,harder to learn( in a classroom/training program), measure and evaluate
  • However, they can be acquired through educational work and life experiences.
  • Soft skills are crucial in nursing because they foster a collaborative, respectful and efficient workforce
  • Soft skills help us to achieve our aspirations
  • Soft skills also give capacity to assess outcomes, to prepare, and to act to put decisions and aspirations into motion, especially when things are changing

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Most needed

Communication

  • Attitude and confidence
  • Teamwork
  • Networking
  • Critical thinking and creative problem solving
  • Professionalism
  • Empathy
  • Conflict resolution
  • Adaptability
  • Initiative and strong work ethic

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Learning the skills-challenges

  • Learning and adjusting to the specialized culture found in the setting.
  • Lack of transitional support.
  • Abuse from disgruntled coworkers.
  • The new nurse experiencing a loss of self-confidence.
  • Poor staffing patterns.
  • A culture that supports the status quo.
  • Bullying.
  • Lack of knowledge and expert clinical skills
  • Less student contact hours
  • Poor leadership skill
  • Generational differences

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Learning the skills-mentorship

  • Unlike undergraduate nursing education, learning in nursing specialties occurs primarily via on the job training.
  • This can only be achieved through employment in the specialty, so many operating theatres offer institution specific programs and on the job training.
  • Consistency in modeling desired behavior can lead to the integration of these “soft” skills as a natural part of the expected performance of the team, providing a cohesive unit that is in sync when caring for the patient
  • The managers must also model using “soft” skills between team members. Through genuine encouragement and support of colleagues

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WAY FORWARD �

  • Teaching and learning through observation using extended learning experiences.
  • More than “seeing, doing, teaching” is needed for quality development and knowledge acquisition in the modern peri-operative environment
  • The “see one, do one, teach one” method should prevail.
  • Mentors should teach new peri-operative nurses duties by helping them complete a task, with a heavy emphasis on skills based learning
  • Engaging of the manufacturers/suppliers of the new machines and equipments to provide education on the use and care of their instruments/machines.
  • It is necessary that all strategies for staff retention be examined to ensure adequate staffing in the OR.
  • Comprehensive training is needed to equip a new peri-operative nurse with the tools needed to begin functioning at full competency

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summary

  • Non‐technical skills complement technical skills and include cognitive, personal and social skills, which contribute to safe task performance
  • keep in mind that mastering “soft” skills is an ongoing process and must continue throughout the professional career.
  • 1he implementation of a student-led mentorship programme offer a possible opportunity for nursing students to develop these intangible skills. .
  • For educators, preceptors, and other leadership team members, it is important to facilitate understanding of the importance of providing a thorough and informative new-employee orientation.
  • Developing a quality orientation program is both time consuming and demanding, but after it is implemented, the entire organization can benefit from its success both in quality and fiscal dimension