Journal articles: 'Trauma teams'

1

Lomas, G. A., and O. Goodall. "Trauma teams vs non-trauma teams." Accident and Emergency Nursing 2, no. 4 (October 1994): 205–10. http://dx.doi.org/10.1016/0965-2302(94)90024-8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

2

Brooks, Adam, Tom Burton, James Williams, and Peter Mahoney. "Trauma teams." Trauma 3, no. 4 (October 2001): 211–15. http://dx.doi.org/10.1177/146040860100300403.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Brooks, A., T. Burton, J. Willaims, and P. Mahoney. "Trauma teams." Trauma 3, no. 4 (October 1, 2001): 211–15. http://dx.doi.org/10.1191/146040801760043114.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

Manion, Pat. "Trauma Teams." Journal of Trauma Nursing 17, no. 4 (2010): 171. http://dx.doi.org/10.1097/jtn.0b013e3181ff27e2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Tai, Marcus C.-K., Raymond C.-H. Cheng, and Timothy H. Rainer. "Trauma systems: Do trauma teams make a difference?" Trauma 13, no. 4 (October 2011): 294–99. http://dx.doi.org/10.1177/1460408611405294.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Wong, Kenneth, and Jeffrey Petchell. "Paediatric trauma teams in Australia." ANZ Journal of Surgery 74, no. 11 (November 2004): 992–96. http://dx.doi.org/10.1111/j.1445-1433.2004.03213.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

7

Holland, A. J. A. "Paediatric trauma teams in Australia." Journal of Pediatric Surgery 40, no. 7 (July 2005): 1213–14. http://dx.doi.org/10.1016/j.jpedsurg.2005.03.078.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

MYERS, COLIN T., ANTHONY F. T. BROWN, STEPHEN J. DUNJEY, and DELIA A. O'BRIEN. "Trauma teams: order from chaos." Emergency Medicine 5, no. 1 (August 26, 2009): 28–36. http://dx.doi.org/10.1111/j.1442-2026.1993.tb00768.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Gardner, Aimee K., and Rami A. Ahmed. "Transforming Trauma Teams Through Transactive Memory." Simulation & Gaming 45, no. 3 (June 2014): 356–70. http://dx.doi.org/10.1177/1046878114547836.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Rainer, Timothy H., N. K. Cheung, Janice H. H. Yeung, and Colin A. Graham. "Do trauma teams make a difference?" Resuscitation 73, no. 3 (June 2007): 374–81. http://dx.doi.org/10.1016/j.resuscitation.2006.10.011.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Krikler, S. "Trauma teams? Publishing takes teamwork too!" Injury 39, no. 4 (April 2008): 383. http://dx.doi.org/10.1016/j.injury.2008.02.002.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Baker, Valerie O’Toole, Ronald Cuzzola, Carolyn Knox, Cynthia Liotta, Charles S. Cornfield, Robert D. Tarkowski, Carolynn Masters, Michael McCarthy, Suzanne Sturdivant, and Jestin N. Carlson. "Teamwork education improves trauma team performance in undergraduate health professional students." Journal of Educational Evaluation for Health Professions 12 (June 25, 2015): 36. http://dx.doi.org/10.3352/jeehp.2015.12.36.

Full text

Abstract:

Purpose: Effective trauma resuscitation requires efficient and coordinated care from a team of providers; however, providers are rarely instructed on how to be effective members of trauma teams. Team-based learning using Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) has been shown to improve team dynamics among practicing professionals, including physicians and nurses. The impact of TeamSTEPPS on students being trained in trauma management in an undergraduate health professional program is currently unknown. We sought to determine the impact of TeamSTEPPS on team dynamics among undergraduate students being trained in trauma resuscitation. Methods: We enrolled teams of undergraduate health professional students from four programs: nursing, physician assistant, radiologic science, and respiratory care. After completing an online training on trauma resuscitation principles, the participants completed a trauma resuscitation scenario. The participants then received teamwork training using TeamSTEPPS and completed a second trauma resuscitation scenario identical to the first. All resuscitations were recorded and scored offline by two blinded research assistants using both the Team Emergency Assessment Measure (TEAM) and Trauma Team Performance Observation Tool (TPOT) scoring systems. Pre-test and post-test TEAM and TPOT scores were compared. Results: We enrolled a total of 48 students in 12 teams. Team leadership, situational monitoring, and overall communication improved with TeamSTEPPS training (P= 0.04, P=0.02, and P=0.03, respectively), as assessed by the TPOT scoring system. TeamSTEPPS also improved the team’s ability to prioritize tasks and work together to complete tasks in a rapid manner (P<0.01 and P=0.02, respectively) as measured by TEAM. Conclusions: Incorporating TeamSTEPPS into trauma team education leads to improved TEAM and TPOT scores among undergraduate health professionals.

APA, Harvard, Vancouver, ISO, and other styles

13

Wong, Kenneth, and Jeffrey Petchell. "Trauma teams in Australia: a national survey." ANZ Journal of Surgery 73, no. 10 (October 2003): 819–25. http://dx.doi.org/10.1046/j.1445-2197.2003.02782.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Abu Hasna, Amjad, Carlos Henrique Ferrari, Tatiane Sampaio Bittencourt, Carlos Henrique Ribeiro Camargo, and Cláudio Antonio Talge Carvalho. "Acting and knowledge of emergency rescue teams in dental trauma." Brazilian Dental Science 22, no. 3 (July 30, 2019): 329–34. http://dx.doi.org/10.14295/bds.2019.v22i3.1717.

Full text

Abstract:

Dental trauma is common in patients assisted by rescue teams at sites of accidents and by emergency teams in hospitals. However, these professionals are given little or no information about taking care of the injured teeth and mouth. The aim of this study was to evaluate the level of knowledge of rescue and emergency teams’ professionals (physicians, Nurses, and Paramedics) concerning dental trauma first management. Material and methods: 196 professionals of rescue and emergency units had received a standard questionnaire of 5 questions concerning dental trauma first management and reserving avulsed dental tissue (tooth or its fragment). The results showed high level of attendance of dental trauma patients by paramedics, nurses, and physicians, with very low-level knowledge about dealing with such cases, and with moderate results about the best medium to reserve the avulsed tooth, and the actions taken during the rescue process. Conclusions: Our results show a high occurrence of cases of dental trauma attended by rescue and emergency medical teams, with a lack of knowledge. This suggests a need for more educational campaigns for these professionals with a long-term follow-up.Keywords: Traumatic dental injury, Tooth Avulsion, Emergence rescue teams.

APA, Harvard, Vancouver, ISO, and other styles

15

Xiao, Yan, F. Jacob Seagull, Colin F. Mackenzie, Katherine Klein, and Jonathon Ziegert. "Adaptation of Team Structure of Trauma Resuscitation Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 3 (September 2002): 569–73. http://dx.doi.org/10.1177/154193120204600374.

Full text

Abstract:

We analyzed the debriefing sessions of real-life trauma resuscitation teams during the most intensive period of resuscitation: the first 30 minutes of patient admission to a trauma center. The debriefing sessions were from participants reviewing their performance in videotaped trauma resuscitation. Nineteen videotaped cases were reviewed in 37 debriefing sessions. Adaptation of team structure was noticed in response to task urgency and criticality, even though there was a preference for teams to maintain a hierarchical structure. We propose a set of archetypes of team structures based on the debriefing session and discuss how the archetypes could be used as a way to capture how teams adapt their structures.

APA, Harvard, Vancouver, ISO, and other styles

16

Frakes, M., W. Lord, S. Verrengia, S. Gaeta, K. Robinson, J. McQuay, and A. Harman. "Transfer of Medication Administration Information from Critical Care Transport Teams to Trauma Teams." Academic Emergency Medicine 14, no. 5 Supplement 1 (May 1, 2007): S142—S143. http://dx.doi.org/10.1197/j.aem.2007.03.1102.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Stathakarou, Natalia, Linda Sonesson, Lars Lundberg, Kenneth D. Boffard, Andrzej A. Kononowicz, and Klas Karlgren. "Teams managing civilian and military complex trauma: What are the competencies required in austere environments and the potential of simulation technology to address them?" Health Informatics Journal 27, no. 4 (October 2021): 146045822110522. http://dx.doi.org/10.1177/14604582211052253.

Full text

Abstract:

Surgical training in civilian hospitals may not be sufficient for managing complex trauma in a setting where such care is not commonly practiced. Understanding the challenges that civilian teams face when moving to austere environments can inform the competencies that need to be trained. The aim of this study was to explore the competencies required in austere environments for teams managing complex trauma, and how they can be trained with simulation technologies. Ethnographic field observations were conducted, and field notes were synthesized. The field notes were structured with the elements of Activity Theory to generate the teams’ competencies that need to be trained. A literature review was conducted to verify the results and identify examples of relevant simulation modalities. The analysis resulted in a structured list of competencies for civilian teams to manage complex trauma in an austere environment and recommendations which simulation technologies could be used in training of those competencies based on published studies. Our study contributes to understanding the challenges that civilian teams face when operating in an austere environment. A systematized list of competencies with suggested simulation technologies directs future research to improve quality of complex trauma training in civilian and military collaboration.

APA, Harvard, Vancouver, ISO, and other styles

18

French, Jonathan, Lewis M. Agius, and Nemandra A. Sandiford. "Managing the multiply injured patient: the impact of multidisciplinary teams." British Journal of Hospital Medicine 80, no. 12 (December 2, 2019): 703–6. http://dx.doi.org/10.12968/hmed.2019.80.12.703.

Full text

Abstract:

Management of trauma has been tackled at a national level to improve patient care and mortality. Decision making through a multidisciplinary team approach has resulted in improved patient outcomes through a complex combination of changes. While the focus of trauma care delivery has been towards establishing an effective multidisciplinary trauma service, there are still improvements which can be made. This article reviews the history of trauma care in the UK, and the impact that multidisciplinary teams have had on the management of the multiply injured patient.

APA, Harvard, Vancouver, ISO, and other styles

19

Valdiri, Linda A., Virginia E. Andrews-Arce, and Jason M. Seery. "Training Forward Surgical Teams for Deployment: The US Army Trauma Training Center." Critical Care Nurse 35, no. 2 (April 1, 2015): e11-e17. http://dx.doi.org/10.4037/ccn2015752.

Full text

Abstract:

Since the late 1980s, the US Army has been deploying forward surgical teams to the most intense areas of conflict to care for personnel injured in combat. The forward surgical team is a 20-person medical team that is highly mobile, extremely agile, and has relatively little need of outside support to perform its surgical mission. In order to perform this mission, however, team training and trauma training are required. The large majority of these teams do not routinely train together to provide patient care, and that training currently takes place at the US Army Trauma Training Center (ATTC). The training staff of the ATTC is a specially selected 10-person team made up of active duty personnel from the Army Medical Department assigned to the University of Miami/Jackson Memorial Hospital Ryder Trauma Center in Miami, Florida. The ATTC team of instructors trains as many as 11 forward surgical teams in 2-week rotations per year so that the teams are ready to perform their mission in a deployed setting. Since the first forward surgical team was trained at the ATTC in January 2002, more than 112 forward surgical teams and other similar-sized Department of Defense forward resuscitative and surgical units have rotated through trauma training at the Ryder Trauma Center in preparation for deployment overseas.

APA, Harvard, Vancouver, ISO, and other styles

20

Star, Leon D., Louis R. M. DelGuercio, and Louis C. Abelson. "Trauma Teams and Their Use in Aircraft Disasters." Journal of the World Association for Emergency and Disaster Medicine 1, no. 2 (1985): 142–43. http://dx.doi.org/10.1017/s1049023x00065316.

Full text

Abstract:

The concept of treating mass casualties in major disasters, particularly at or near airports, has gained considerable momentum in recent years (1). Major urban airports are almost without exception, plagued by access road traffic problems even under normal circumstances. Given a disaster within the confines of an airport, emergency equipment and medical support are found to be mired in a morass of sightseer and emergency service vehicles, compounding the congestion already present immeasurably (2).Evolving from experiences gained over the past 30 years in handling masses of casualties resulting from aircraft disasters, we at Kennedy Airport have developed a Mobile Emergency Hospital which now serves as the “workshop” for stabilizing large numbers of injuries prior to subsequent transfer to definitive hospitals. The keys to this plan are the Trauma Team support used in conjunction with the mobile hospitals.The ideal trauma team consists of 2 surgeons or trauma-trained physicians, one surgical nurse and one medical or 2 surgical technicians. These teams can be varied according to the immediate situation, time of day, available physicians, nurses and technicians. Anesthesiologists respond either individually or as members of some of the teams reporting directly to the operating units on arrival.For an efficient response plan to function, previous liaison must be established primarily with teaching hospitals with a surgical staff that includes surgery and trauma residents. The Kennedy plan has a working arrangement with the New York Medical College and 8 of its affiliated major teaching hospitals in Manhattan, as well as in the main campus at Valhalla, which maintains an associated Burn Center.

APA, Harvard, Vancouver, ISO, and other styles

21

Georgiou, Andrew, and David J. Lockey. "The performance and assessment of hospital trauma teams." Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine 18, no. 1 (2010): 66. http://dx.doi.org/10.1186/1757-7241-18-66.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Thompson, James, and Michael Solomon. "Body recovery teams at disasters: Trauma or challenge?" Anxiety Research 4, no. 3 (October 1991): 235–44. http://dx.doi.org/10.1080/08917779108248777.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Yun, Seokhwa, Samer Faraj, and Henry P. Sims. "Contingent Leadership and Effectiveness of Trauma Resuscitation Teams." Journal of Applied Psychology 90, no. 6 (2005): 1288–96. http://dx.doi.org/10.1037/0021-9010.90.6.1288.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Lee-Nobbee, P., S. MacGillivray, R. Lam, J. Guilfoyle, A. Mikrogianakis, Y. Lin, V. Grant, and A. Cheng. "P090: The use of a pediatric pre-arrival and pre-departure trauma checklist to improve clinical care in a simulated trauma resuscitation: a randomized trial." CJEM 20, S1 (May 2018): S88—S89. http://dx.doi.org/10.1017/cem.2018.288.

Full text

Abstract:

Introduction: The purpose of this study is to determine if the introduction of a pre-arrival and pre-departure Trauma Checklist as a cognitive aid, coupled with an educational session, will improve clinical performance in a simulated environment. The Trauma Checklist was developed in response to a quality assurance review of high-acuity trauma activations. It focuses on pre-arrival preparation and a pre-departure review prior to patient transfer to diagnostic imaging or the operating room. We conducted a pilot, randomized control trial assessing the impact of the Trauma Checklist on time to critical interventions on a simulated pediatric patient by multidisciplinary teams. Methods: Emergency department teams composed of 2 physicians, 2 nurses and 2 confederate actors were enrolled in our study. In the intervention arm, participants watched a 10-minute educational video modelling the use of the trauma checklist prior to their simulation scenario and were provided a copy of the checklist. Teams participated in a standardized simulation scenario caring for a severely injured adolescent patient with hemorrhagic shock, respiratory failure and increased intracranial pressure. Our primary outcome of interest was time measurement to initiation of key clinical interventions, including intubation, first blood product administration, massive transfusion protocol activation, initiation of hyperosmolar therapy and others. Secondary outcome measures included a Trauma Task Performance score and checklist completion scores. Results: We enrolled 14 multidisciplinary teams (n=56 participants) into our study. There was a statistically significant decrease in median time to initiation of hyperosmolar therapy by teams in the intervention arm compared to the control arm (581 seconds, [509-680] vs. 884 seconds, [588-1144], p=0.03). Time to initiation of other clinical interventions was not statistically significant. There was a trend to higher Trauma Task Performance scores in the intervention group however this did not reach statistical significant (p=0.09). Pre-arrival and pre-departure checklist scores were higher in the intervention group (9.0 [9.0-10.0] vs. 7.0 [6.0-8.0], p=0.17 and 12.0 [11.5-12.0] vs. 7.5 [6.0-8.5], p=0.01). Conclusion: Teams using the Trauma Checklist did not have decreased time to initiation of key clinical interventions except in initiating hyperosmolar therapy. Teams in the intervention arm had statistically significantly higher pre-arrival and pre-departure scores, with a trend to higher Trauma Task Performance scores. Our study was a pilot and recruitment did not achieve the anticipated sample size, thus underpowered. The impact of this checklist should be studied outside tertiary trauma centres, particularly in trainees and community emergency providers, to assess for benefit and further generalizability.

APA, Harvard, Vancouver, ISO, and other styles

25

Kester-Greene, N., L. Notario, H. Heipel, L. DaLuz, A. Nathens, S. DeSousa, and A. Ryzynski. "P073: Emergency department trauma team in situ simulations at an urban, academic centre to improve team communication and detect latent safety threats." CJEM 22, S1 (May 2020): S90—S91. http://dx.doi.org/10.1017/cem.2020.279.

Full text

Abstract:

Innovation Concept: Effective communication for ad hoc teams is critical to successful management of multisystem trauma patients, to improve situational awareness and to mitigate risk of error. OBJECTIVES 1. Improve communication of ad hoc teams. 2. Identify system gaps. INNOVATION Team in situ simulations provide a unique opportunity to practice communication and assess systems in the real environment. Our trauma team consists of residents and staff from emergency services, general surgery, orthopedics, anaesthesia, nursing and respiratory therapy. Methods: A team of subject matter experts (SME's) from trauma, nursing, emergency medicine and simulation co-developed curriculum in response to a needs assessment that identified gaps in systems and team communication. The simulation occurred in the actual trauma bay. The on-call trauma team was paged and expected to manage a simulated multisystem trauma patient. Once the team arrived, they participated in a briefing, manikin-based simulation and a communication and system focused debriefing. Curriculum, Tool, or Material: Monthly scenarios consisted of management of a blunt trauma patient, emergency airway and massive hemorrhage protocol. Teams were assessed on communication skills and timeliness of interventions. Debriefing consisted of identification of system gaps and latent safety threats. Feedback was given by each discipline followed by SME's. Information was gathered from participant evaluations (5-point Likert scale and open ended questions) and group debrief. Feedback was themed and actions taken to co-create interventions to communication gaps and latent safety threats. As a result, cricothyroidotomy trays were standardized throughout the hospital to mitigate confusion, time delay and unfamiliarity during difficult airway interventions. Participants felt the exercise was an effective means of practicing interprofessional communication and role clarity, and improved their attitude towards the same. Conclusion: In situ simulation-based education with ad hoc trauma teams can improve interprofessional communication and identify latent safety threats for the management of multisystem trauma patients.

APA, Harvard, Vancouver, ISO, and other styles

26

Härgestam, Maria, Marie Lindkvist, Maritha Jacobsson, Christine Brulin, and Magnus Hultin. "Trauma teams and time to early management during in situ trauma team training." BMJ Open 6, no. 1 (January 2016): e009911. http://dx.doi.org/10.1136/bmjopen-2015-009911.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Juriga, Lindsay L., David J. Murray, John R. Boulet, and James J. Fehr. "Simulation and the diagnostic process: a pilot study of trauma and rapid response teams." Diagnosis 4, no. 4 (November 27, 2017): 241–49. http://dx.doi.org/10.1515/dx-2017-0010.

Full text

Abstract:

AbstractBackground:Simulation is frequently used to recreate many of the crises encountered in patient care settings. Teams learn to manage these crises in an environment that maximizes their learning experiences and eliminates the potential for patient harm. By designing simulation scenarios that include conditions associated with diagnostic errors, teams can experience how their decisions can lead to errors. The purpose of this study was to assess how trauma teams (TrT) and pediatric rapid response teams (RRT) managed scenarios that included a diagnostic error.Methods:We developed four scenarios that would require TrT and pediatric RRT to manage an error in diagnosis. The two trauma scenarios (spinal cord injury and tracheobronchial tear) were designed to not respond to the heuristic management approach frequently used in trauma settings. The two pediatric scenarios (foreign body aspiration and coarctation of the aorta) had an incorrect diagnosis on admission. Two raters independently scored the scenarios using a rating system based on how teams managed the diagnostic process (search, establish and confirm a new diagnosis and initiate therapy based on the new diagnosis).Results:Twenty-one TrT and 17 pediatric rapid response managed 51 scenarios. All of the teams questioned the initial diagnosis. The teams were able to establish and confirm a new diagnosis in 49% of the scenarios (25 of 51). Only 23 (45%) teams changed their management of the patient based on the new diagnosis.Conclusions:Simulation can be used to recreate conditions that engage teams in the diagnostic process. In contrast to most instruction about diagnostic error, teams learn through realistic experiences and receive timely feedback about their decision-making skills. Based on the findings in this pilot study, the majority of teams would benefit from an education intervention designed to improve their diagnostic skills.

APA, Harvard, Vancouver, ISO, and other styles

28

Damir, Elena. "Pre-Hospital Intensive Therapy in Severe Trauma." Journal of the World Association for Emergency and Disaster Medicine 1, no. 2 (1985): 158. http://dx.doi.org/10.1017/s1049023x00065407.

Full text

Abstract:

The organization of medical facilities in the USSR is able to provide adequate and rapid care, including intensive therapy in prehospital conditions for the whole population of a very big country. The principles of organization are very simple: the country is divided into regions and these into districts. Each district has to have a fixed number of hospital beds, stations for first aid and urgent care, and a determined number of physicians, and medical assistants (feldshers, nurses and others). The only difference between the emergency care in Moscow and Northern Siberia or Pamir is the distance to be travelled and the means of transport, i.e., modern first-aid cars, helicopters, planes or boats; or reindeer or dog teams when the weather makes aviation impossible. As a rule, all medical teams working in emergency medicine include physicians and medical assistants. Only in places where the population is very sparse are some emergencies still managed by only medical assistants at the pre-hospital stage.In cases of severe trauma we prefer, when possible, to have teams especially trained in shock treatment. These are already available in the emergency ambulance systems of the bigger towns. These so-called “shock-teams” are experienced and well equipped for intensive therapy at the accident site and with problems occurring during transport. When necessary, we are now able to transport critically ill or traumatized patients not only inside the hospital, but also from one hospital to another, when better intensive therapy can be obtained.

APA, Harvard, Vancouver, ISO, and other styles

29

Xiao, Yan, and Jacqueline Moss. "Practices of High Reliability Teams: Observations in Trauma Resuscitation." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 45, no. 4 (October 2001): 395–99. http://dx.doi.org/10.1177/154193120104500428.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Jacobsson, Maritha, Maria Hargestam, Magnus Hultin, and Christine Brulin. "Flexible knowledge repertoires: communication by leaders in trauma teams." Scandinavian Journal of Trauma, Resuscitation and Emergency Medicine 20, no. 1 (2012): 44. http://dx.doi.org/10.1186/1757-7241-20-44.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

DEANE, S. A., P. L. GAUDRY, I. PEARSON, and C. READ. "HOSPITAL TRUMA TEAMS - A MODEL FOR HOSPITAL TRAUMA MANAGEMENT." Journal of Trauma: Injury, Infection, and Critical Care 29, no. 7 (July 1989): 1027. http://dx.doi.org/10.1097/00005373-198907000-00029.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Sheils, Mark, Mark Ross, Noel Eatough, and Nicholas D. Caputo. "Intraosseous Access in Trauma by Air Medical Retrieval Teams." Air Medical Journal 33, no. 4 (July 2014): 161–64. http://dx.doi.org/10.1016/j.amj.2014.03.005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Hornsby, J., T. Quasim, N. Dignon, and A. Puxty. "Provision of trauma teams in Scotland: a national survey." Emergency Medicine Journal 27, no. 3 (March 1, 2010): 191–93. http://dx.doi.org/10.1136/emj.2008.067306.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Steinemann, Susan, Gene Kurosawa, Alexander Wei, Nina Ho, Eunjung Lim, Gregory Suares, Ajay Bhatt, and Benjamin Berg. "Role confusion and self-assessment in interprofessional trauma teams." American Journal of Surgery 211, no. 2 (February 2016): 482–88. http://dx.doi.org/10.1016/j.amjsurg.2015.11.001.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Posth, Stefan. "Trigger team activation for acute patients in a level 1 emergency hospital." Dansk Tidsskrift for Akutmedicin 2, no. 3 (April 30, 2019): 48. http://dx.doi.org/10.7146/akut.v2i3.112990.

Full text

Abstract:

Background: Emergency patients with suspected time dependent diseases are met by specialized trigger teams upon arrival at the hospital. These teams have an important function in stabilizing and treating patients. Knowledge of how often the different trigger teams are activated in combination with description of the patients and their prognosis can help qualify decisions in emergency medicine planning. Objectives: To describe frequency, patient characteristics and 7-day mortality for all adult patients (≥18 years) managed by the orthopedic, medical, neurological thrombolysis or primary percutaneous coronary intervention for ST elevation myocardial infarction (STEMI) trigger teams at Odense University Hospital (OUH). Methods: All patients met by a specialized trigger team at arrival to OUH between 1 November, 2012 and 30 September, 2015 were included. Data on g demographics, etiology and 7-day mortality will be presented descriptively. The number of trigger team activations per 100,000 person years in the background population, with varying catchment areas, will be presented. Results: During the 35 observation months, there were 8,072 trigger team activations for adult patients at arrival to OUH (mean 7.6) per day. A trigger team was activated daily 1.3 times for trauma, 2.7 times for medicine, 1.5 times for thrombolysis, and 2.1 times for STEMI, or 161, 340, 72 and 64 activations per 100,000 person years, respectively. Mean age was 47 for trauma, and approximately 67 for the other teams. Some 72% of trauma and STEMI patients were male with 55% for medical and thrombolysis patients. Mean length of stay was 3-4 days for all groups. The 7-day mortality was 10% (95% CI 9-12) for trauma, 16% (95% CI 14-17) for medicine, 3% (95% CI 3-4) for thrombolysis and 6% (95% CI 5-7) for STEMI. Conclusions: The volume of trigger team activation varied in both frequency and per 100,000 person years with activation of the medical teams being most frequent. Likewise, patients treated by the medical trigger team had the highest mortality, followed by trauma while patients activating the STEMI team showed the lowest mortality.

APA, Harvard, Vancouver, ISO, and other styles

36

Fornander, Liselott, Kati Kaukkanen, Ida Molin, Lena Nilsson, Karin Björnström Karlsson, Isis Amer Wåhlin, and Peter Bergren. "IRL relational dependence in Swedish trauma teams- a Social Network Analysis of communication." Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 9, no. 1 (September 2020): 117–20. http://dx.doi.org/10.1177/2327857920091014.

Full text

Abstract:

Functional teamwork in trauma resuscitation teams is essential for team performance and the quality of care. Challenging situations put strain on the teams, which can affect how coordination is achieved. Proposedly there is a relation between the adapted social structure of the team and the acquisition of a common mental model in the team, which facilitates task performance. From other studies it is proposed that the equality of reliance between team members and an open-structure of information sharing is coupled to the possibility of establishing shared goals and situational awareness within the team. This would correspond to low centralization in teams. This study assessed the social structure of IRL teams from trauma resuscitations through a Social Network Analysis (SNA) of communication. The analysis revealed that the examining physician was the most prominent communicator. However, the teams had over-all high degrees of centrality on more than one of its parts, making them high in centralization but not “star-like”. The study provides a snapshot of social relations IRL and hints about future possibilities of studying the dynamics of social interaction in emergency teams.

APA, Harvard, Vancouver, ISO, and other styles

37

Mercer, Simon J. "Using full immersive simulation to prepare trauma teams to work in a major trauma centre." Trauma 19, no. 4 (December 1, 2016): 277–85. http://dx.doi.org/10.1177/1460408616680384.

Full text

Abstract:

A reconfiguration of trauma services in the UK has led to the development of trauma networks with major trauma centres. This article describes the use of fully immersive simulation to train whole trauma teams in both a traditional simulation centre setting and ‘in situ’ in the clinical environment. Carefully designed scenarios that are driven by experienced faculty allow modern trauma management concepts, such as damage control resuscitation and massive transfusion to be explored within a hospital’s own organisational structure. Human factors specific to the trauma team can also be explored as part of a video-assisted debrief.

APA, Harvard, Vancouver, ISO, and other styles

38

Rosqvist, Eerika, Marika Ylönen, Paulus Torkki, Jussi P. Repo, and Juha Paloneva. "Costs of hospital trauma team simulation training: a prospective cohort study." BMJ Open 11, no. 6 (June 2021): e046845. http://dx.doi.org/10.1136/bmjopen-2020-046845.

Full text

Abstract:

ObjectivesThis study investigated the costs of 2-hour multiprofessional in situ hospital trauma team simulation training and its effects on teams’ non-technical skills using the T-NOTECHS instrument.BackgroundSimulation is a feasible and effective teaching and learning method. Calculating the costs of simulated trauma team training in medical emergency situations can yield valuable information for improving its overall cost-effectiveness.DesignA prospective cohort study.SettingTrauma resuscitation room in Central Finland Hospital, Finland.Participants475 medical professionals in 81 consecutive, simulated trauma teams.Primary and secondary outcome measuresTeam simulation training costs in 2017 and 2018 were analysed in the following two phases: (1) start-up costs and (2) costs of education. Primary outcome measures were training costs per participant and training costs per team. Secondary outcome measures were non-technical skills, which were measured on a 5–25-point scale using the T-NOTECHS instrument.ResultsThe annual mean total costs of trauma team simulation training were €58 000 for 40 training sessions and 238 professionals. Mean cost per participant was €203. Mean cost per team was €1220. The annual costs of simulation training markedly decreased when at least 70–80 teams participated in the training. Mean change in T-NOTECHS score after simulation training was +2.86 points (95% CI 1.97 to 3.75;+14.5%).ConclusionsThe greater the number of teams trained per year, the lower the costs per trauma team. In this study, we developed an activity-based costing method to calculate the costs of trauma team simulation training to help stakeholders make decisions about whether to initiate or increase existing trauma team simulation training or to obtain these services elsewhere.

APA, Harvard, Vancouver, ISO, and other styles

39

Fadden, Sarah, and Simon J. Mercer. "Followership in complex trauma." Trauma 21, no. 1 (May 3, 2018): 6–13. http://dx.doi.org/10.1177/1460408618757802.

Full text

Abstract:

Recent conflicts in Iraq and Afghanistan have highlighted the importance of human factors in complex trauma management. A reorganisation of trauma services in England has led to the creation of Major Trauma Centres and Major Trauma Collaboratives, with dedicated Trauma Teams. Much attention has been devoted to the role of team leader and leadership skills, with the human factor concept of followership largely overlooked. This article examines the importance of followership in the trauma team, scrutinising several different followership styles. Followership should be highlighted during trauma team training, promoting the practice of good followership to support the team leader and improve patient care.

APA, Harvard, Vancouver, ISO, and other styles

40

Rosqvist, E., S. Lauritsalo, and J. Paloneva. "Short 2-H in Situ Trauma Team Simulation Training Effectively Improves Non-Technical Skills of Hospital Trauma Teams." Scandinavian Journal of Surgery 108, no. 2 (July 20, 2018): 117–23. http://dx.doi.org/10.1177/1457496918789006.

Full text

Abstract:

Background and Aims: As conducting the regular trauma team simulation training is expensive and time-consuming, its effects must be explored. The objective was to evaluate the efficacy of a structured 2-h in situ multiprofessional trauma team simulation training course on non-technical skills. Materials and Methods: This prospective study comprised 90 trauma teams with 430 participants. The structured, 2-h course consisted of an introductory lecture and two different simulations with debriefings. Data were collected using a pre–post self-assessment questionnaire. In addition, the expert raters used the T-NOTECHS scale. Results: The following non-technical skills improved significantly among both medical doctors and nurses: knowledge of the trauma resuscitation guidelines, problem identification, decision making, situation awareness/coping with stress, communication and interaction, time management, being under authority, and confidence in one’s role in a team. The teams improved significantly in leadership, cooperation and resource management, communication and interaction, assessment and decision making, and situation awareness/coping with stress. Conclusion: A short, structured 2-h in situ trauma team simulation training course is effective in improving non-technical skills.

APA, Harvard, Vancouver, ISO, and other styles

41

Lim, Nam Kyu, and Dong Hee Kang. "Plan for plastic surgeons to participate in trauma teams at regional trauma and emergency centers." Journal of the Korean Medical Association 61, no. 12 (2018): 710. http://dx.doi.org/10.5124/jkma.2018.61.12.710.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Pace, J., B. Tillmann, I. Ball, R. Leeper, N. Parry, and K. Vogt. "LO90: Trauma triage accuracy at a Canadian trauma centre." CJEM 19, S1 (May 2017): S59. http://dx.doi.org/10.1017/cem.2017.152.

Full text

Abstract:

Introduction: Trauma teams have been shown to improve outcomes in severely injured patients. The criteria used to mobilize trauma teams is highly variable and debated. This study was undertaken to define the triage accuracy at our level 1 trauma centre and identify the criteria predictive of appropriate activations. Methods: A 3-month prospective observational study was performed and all patients presenting to the ER who received a trauma flag were identified. Patient demographics, vital signs, trauma team activation and criteria for activation were documented. Trauma activations were deemed appropriate if the patient met any of the following; airway intervention, needle/tube thoracostomy, resuscitative thoracotomy, ED blood product transfusion, invasive hemodynamic monitoring, central line insertion, emergent OR (<8 hours), admission to ICU, and death within 72 hours. Over and undertriage rates were calculated and a multivariate logistic regression was performed to identify activation criteria predictive of appropraite activations. The activation criteria were then modified and the prospective study was repeated to assess the impact on triage accuracy. Results: Between September to December 2015, 188 patients received a trauma flag. 137 patients met the activation criteria, however only 78 received a trauma team activation. 57% of patients who had TTA met the definition of appropriate activation, while 45% who met criteria for activation met the definition of appropriate. The rates of under and overtriage were 30.4% and 30.3%, respectively. Logistic regression revealed the following criteria to be predictive of appropriate activation; hypotension (OR 10.2 95% CI 2.3,45.5), arrival by HEMS (OR 3.2, 95% CI 1.4,7.6), pedestrian struck (OR 3.5, 95% CI 1.4,8.5) and fall (OR 5.1, 95% CI 1.7, 15.1). Tachycardia (OR 1.1, 95% 0.3,4.6) and high energy MVC (OR 1.4, 95% CI 0.7,3.1) were not found to be predictive. The post-modification study occured between September to December 2016. Data analysis to assess the impact of criteria alteration are currently underway and will be presented at CAEP 2017. Conclusion: Triage accuracy for the mobilization of a multi-disciplinary trauma team is important, both to ensure optimal patient care as well as to reduce unnecessary resource strain. Our previous criteria lead to high rates of undertriage and subsequent modifications have been made. The impact of these changes will be ascertained and presented at CAEP 2017.

APA, Harvard, Vancouver, ISO, and other styles

43

Riojas, Christina, and Andrea Austin. "Semper Gumby: Team and Leadership Training for Deployed Trauma Teams." Military Medicine 182, no. 11 (November 2017): 1752–56. http://dx.doi.org/10.7205/milmed-d-17-00155.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Hanche-Olsen, Terje Peder, Lulseged Alemu, Asgaut Viste, Torben Wisborg, and Kari S. Hansen. "Evaluation of Training Program for Surgical Trauma Teams in Botswana." World Journal of Surgery 39, no. 3 (November 21, 2014): 658–68. http://dx.doi.org/10.1007/s00268-014-2873-8.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Kazemi, A. R., and N. Nayeem. "The existence and composition of Trauma Teams in the UK." Injury 28, no. 2 (March 1997): 119–21. http://dx.doi.org/10.1016/s0020-1383(96)00165-9.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Winfield, Robert D., Alexander G. Parr, Darwin N. Ang, Tomas D. Martin, Mike K. Chen, M. Brent Seagle, Steven N. Hochwald, Alan I. Reed, and Lawrence Lottenberg. "A Case of Dual Thoracoabdominal Impalement in Vehicular Trauma." American Surgeon 74, no. 8 (August 2008): 757–60. http://dx.doi.org/10.1177/000313480807400818.

Full text

Abstract:

Impalement injuries are relatively uncommon during vehicular trauma. We present a dual case report of patients sustaining simultaneous impalement injuries during a high-speed motor vehicle collision in a rural (austere) environment. After Institutional Review Board approval, we performed a review of the patients’ medical records. Two young men were traveling in an automobile at high speed when the driver lost control of the vehicle, causing it to strike a wooden fence. Portions of the fence were dislodged, penetrated the windshield, and impaled both the driver and passenger. Both patients were extricated rapidly and transported to our trauma center. Multidisciplinary teams consisting of trauma, thoracic, plastic, and hepatobiliary surgeons addressed the injuries of both patients. Both survived their injuries and have since returned to their homes. This case of dual impalements highlights three key points: first, the principles of management of thoracoabdominal impalement injuries; second, the importance of rapid action of first responders in complex traumas; and finally, the value of using a multidisciplinary surgical team in complicated trauma cases.

APA, Harvard, Vancouver, ISO, and other styles

47

O'Keeffe, Terence, Joby J. Thekkumel, Susan Friese, Shahid Shafi, and Shellie C. Josephs. "A Policy of Dedicated Follow-Up Improves the Rate of Removal of Retrievable Inferior Vena Cava Filters in Trauma Patients." American Surgeon 77, no. 1 (January 2011): 103–8. http://dx.doi.org/10.1177/000313481107700131.

Full text

Abstract:

Retrievable Inferior Vena Cava Filters (IVCF) for prophylaxis against pulmonary embolus have been associated with low rates of removal. Strategies for improving the rates of retrieval have not been described. We hypothesized that a policy of dedicated follow-up would achieve a higher rate of filter removal. Trauma and Nontrauma patients who had a retrievable IVCF placed during 2006 were identified. A protocol existed for trauma patients with chart stickers, arm bracelets, and dedicated follow-up by nurse practitioners from three trauma teams. No protocol existed for nontrauma patients. Statistical analysis was performed using χ2 analysis or analysis of variance. One hundred sixty-seven retrievable IVCFs were placed over 12 months; 91 in trauma patients and 76 in nontrauma patients. Trauma patients were more likely to have their IVCF removed than nontrauma patients, 55 per cent versus 19 per cent, P < 0.001. There were differences between the three trauma teams, with removal rates of 44 per cent, 42 per cent, and 86 per cent respectively ( P < 0.05). On multivariate analysis young age and trauma patient status were independent predictors of filter removal. A policy of dedicated follow-up of patients with IVCFs can achieve significantly higher rates of filter removal than have been previously reported. Similar policies should be adopted by all centers placing retrievable IVCFs to maximize retrieval rates.

APA, Harvard, Vancouver, ISO, and other styles

48

Assa, Amit, Dan-Avi Landau, Erez Barenboim, and Liav Goldstein. "Role of Air-Medical Evacuation in Mass-Casualty Incidents—A Train Collision Experience." Prehospital and Disaster Medicine 24, no. 3 (June 2009): 271–76. http://dx.doi.org/10.1017/s1049023x00006920.

Full text

Abstract:

AbstractBackground:On 21 June 2005, a passenger train collided with a truck near Revadim, Israel.The collision resulted in a multiple-scene mass-casualty incident in an area characterized by difficult access and a relatively long distance from trauma centers. A major disaster response was initiated by civilian and military medical forces including the Israeli Air Force (IAF) Search and Rescue teams. The air-medical evacuation from the accident site to the trauma centers, the activities of the airborne medical teams, and the lessons learned from this event are described in this report.Methods:A retrospective analysis of data gathered from relevant elements that participated in management, treatment, and evacuation from the accident site was conducted.Results:The accident resulted in 289 injured passengers and seven of the injured were killed. Six helicopters (performing nine sorties) participated. Helicopters evacuated trauma victims and aided in transporting air-medical teams to the site of the collision.Overall, 35 trauma victims (10 urgent) were evacuated by air to trauma centers. The length of time between the first helicopter landing and completion of the air evacuation was 83 minutes. The airmedical evacuation operation was controlled by the commander of the IAF Search and Rescue. Different crew compositions were set in real time.Conclusions:Air-medical evacuation during this unique event enabled prompt transportation of casualties from the scene to trauma centers and provided reasonable distribution of patients between various centers in the region.This operation highlighted the necessity for flexibility in medical decision-making and the need for non-conventional solutions regarding crew compositions during management of an airborne evacuation in similar settings. Air-medical evacuation should be considered as a part of responses to mass-casualty incidents, especially when the site is remote or characterized by accessibility difficulties.

APA, Harvard, Vancouver, ISO, and other styles

49

Durojaiye, Ashimiyu, James Fackler, Nicolette McGeorge, Kristen Webster, Hadi Kharrazi, and Ayse Gurses. "Examining Diurnal Differences in Multidisciplinary Care Teams at a Pediatric Trauma Center Using Electronic Health Record Data: Social Network Analysis." Journal of Medical Internet Research 24, no. 2 (February 4, 2022): e30351. http://dx.doi.org/10.2196/30351.

Full text

Abstract:

Background The care of pediatric trauma patients is delivered by multidisciplinary care teams with high fluidity that may vary in composition and organization depending on the time of day. Objective This study aims to identify and describe diurnal variations in multidisciplinary care teams taking care of pediatric trauma patients using social network analysis on electronic health record (EHR) data. Methods Metadata of clinical activities were extracted from the EHR and processed into an event log, which was divided into 6 different event logs based on shift (day or night) and location (emergency department, pediatric intensive care unit, and floor). Social networks were constructed from each event log by creating an edge among the functional roles captured within a similar time interval during a shift. Overlapping communities were identified from the social networks. Day and night network structures for each care location were compared and validated via comparison with secondary analysis of qualitatively derived care team data, obtained through semistructured interviews; and member-checking interviews with clinicians. Results There were 413 encounters in the 1-year study period, with 65.9% (272/413) and 34.1% (141/413) beginning during day and night shifts, respectively. A single community was identified at all locations during the day and in the pediatric intensive care unit at night, whereas multiple communities corresponding to individual specialty services were identified in the emergency department and on the floor at night. Members of the trauma service belonged to all communities, suggesting that they were responsible for care coordination. Health care professionals found the networks to be largely accurate representations of the composition of the care teams and the interactions among them. Conclusions Social network analysis was successfully used on EHR data to identify and describe diurnal differences in the composition and organization of multidisciplinary care teams at a pediatric trauma center.

APA, Harvard, Vancouver, ISO, and other styles

50

Hoonakker, Peter L. T., Bat-Zion Hose, Pascale Carayon, Ben L. Eithun, Deborah A. Rusy, Joshua C. Ross, Jonathan E. Kohler, Shannon M. Dean, Tom B. Brazelton, and Michelle M. Kelly. "Scenario-Based Evaluation of Team Health Information Technology to Support Pediatric Trauma Care Transitions." Applied Clinical Informatics 13, no. 01 (January 2022): 218–29. http://dx.doi.org/10.1055/s-0042-1742368.

Full text

Abstract:

Abstract Background Clinicians need health information technology (IT) that better supports their work. Currently, most health IT is designed to support individuals; however, more and more often, clinicians work in cross-functional teams. Trauma is one of the leading preventable causes of children's death. Trauma care by its very nature is team based but due to the emergent nature of trauma, critical clinical information is often missed in the transition of these patients from one service or unit to another. Teamwork transition technology can help support these transitions and minimize information loss while enhancing information gathering and storage. In this study, we created a large screen technology to support shared situational awareness across multiple clinical roles and departments. Objectives This study aimed to examine if the Teamwork Transition Technology (T3) supports teams and team cognition. Methods We used a scenario-based mock-up methodology with 36 clinicians and staff from the different units and departments who are involved in pediatric trauma to examine T3. Results Results of the evaluation show that most participants agreed that the technology helps achieve the goals set out in the design phase. Respondents thought that T3 organizes and presents information in a different way that was helpful to them. Conclusion In this study, we examined a health IT (T3) that was designed to support teams and team cognition. The results of our evaluation show that participants agreed that T3 does support them in their work and increases their situation awareness.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Trauma teams'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles