ISQUA16-2258IMPLICATIONS FROM CASE STUDIES AND UPDATING PROGRAMS IN THE TEAMSTEPPS TRAININGS IN JAPAN

Abstract

Objectives: Our objective was to clarify implications from case studies to inform future activities in the TeamSTEPPS Trainings in Japan. Enthusiasm for TS among interprofessional teams of healthcare workers reflects the program's status as one of the best solutions for problems of interprofessional collaboration and conflict, and improvement of patient safety. The most important outcome is that TS master trainers and instructors continue to study worldwide and to train participants happily and devotedly. TeamSTEPPS Japan Alliance(TSJA) was established in 2007. The quality of healthcare in Japan is among the world's highest, and patients receive the benefit of best practices in medicine at reasonable cost. But this quality of healthcare has been sustained by the extreme devotion and overwork of healthcare workers, necessitating effective training for interprofessional collaboration and patient safety to accommodate a rapidly aging workforce and an increasing demand for healthcare workers. Methods: Reviewing case studies published by TSJA members from 2007-2015. Results: 1. TSJA's work reflected Kotter's change theory (2012). TS programs include 8 steps recommended for change by Kotter. Sample cases of clarifying visions and strategies of change include: (1) strategies for expanding isolation units at a public cancer center; (2) strategies for human relationships and overwork in a medical supply department at a university hospital; (3) building a new interprofessional team in respiratory rehabilitation at a public community hospital; and (4) strategies for human relationships and patient satisfaction in a medical unit at a community hospital. The example of appreciation the outcomes step by step and continuing to promote were performed by many TSJA members. As an example Case (4), a safety manager, TSJA member, intervened in a medical unit, which had many complaints from patients and concerns from other departments within the hospital. The safety manager and the unit manager who have been educated medical mediation skills clarified the problems. Unit manager listened to patients, families and staff very carefully, analyzed the conflicts for the complaints, and had many meetings with patients and staff. In a month, the attitude and behavior of staff changed and complaints decreased, and the collaborative culture have been maintained now. Core competencies of TS were applied, Situation Monitoring, Leadership, Mutual Support, and Communication; medical mediation skills were included as well. 2. Consulting, information exchange and updating programs: Since 2007, TSJA has been educating master trainers and instructors. Instructors are increasing to 50, physicians, nurses, pharmacists, technicians, have reported their TS training works and undergone peer review. Materials have been updated, with support from the Agency for Healthcare Research and Quality, the US Department of Health & Human Services, provided free to healthcare workers through TSJA. Present booklets were renewed in 2015, and movies and documents can be accessed by registered users on the website. Newer information is shared with TSJA members only, but there are plans to open access to all healthcare workers soon. Conclusion: 1. TS training effectively applies change theory. Change theory offers strategies that require support from managers and other members of the organization to be enacted. 2. TS training needs support from outside of each hospital. Networking of TSJA members has succeeded in building and sustaining the nationwide TS training system.