Invited Editorial

Teamwork, Communication, Formula-One Racing and the Outcomes of Cardiac Surgery

^* Department of Anesthesia, University of Auckland, Auckland, New Zealand and Auckland City Hospital, Auckland, New Zealand
^† Centre for Medical and Health Sciences Education, University of Auckland, Auckland, New Zealand and Auckland City Hospital, Auckland, New Zealand

Address correspondence to: Alan F. Merry, FANZCA, Professor, Faculty of Medical and Health Sciences, University of Auckland, Private Bag 92019, Auckland 1142, New Zealand. E-mail: a.merry@auckland.ac.nz

Received: 17 October 2013
Accepted: 12 February 2014

Abstract

Most cardiac units achieve excellent results today, but the risk of cardiac surgery is still relatively high, and avoidable harm is common. The story of the Green Lane Cardiothoracic Unit provides an exemplar of excellence, but also illustrates the challenges associated with changes over time and with increases in the size of a unit and the complexity of practice today. The ultimate aim of cardiac surgery should be the best outcomes for (often very sick) patients rather than an undue focus on the prevention of error or adverse events. Measurement is fundamental to improving quality in health care, and the framework of structure, process, and outcome is helpful in considering how best to achieve this. A combination of outcomes (including some indicators of important morbidity) with key measures of process is advocated. There is substantial evidence that failures in teamwork and communication contribute to inefficiency and avoidable harm in cardiac surgery. Minor events are as important as major ones. Six approaches to improving teamwork (and hence outcomes) in cardiac surgery are suggested. These are: 1) subspecialize and replace tribes with teams; 2) sort out the leadership while flattening the gradients of authority; 3) introduce explicit training in effective communication; 4) use checklists, briefings, and debriefings and engage in the process; 5) promote a culture of respect alongside a commitment to excellence and a focus on patients; 6) focus on the performance of the team, not on individuals.