抽象的

Food for thought: skills of a Michelin starred restaurant potentially transferable to theater

Arifa Siddika, Damian Bragg, Rebecca Noall, Bryn Baxendale, Satwant Bains, Charles A Maxwell-Armstrong

Background: The aims of this research were to identify key non-technical skills and teambehaviours observed in a two-star Michelin restaurant kitchen (Sat Bains, Nottingham) and to evaluate the feasibility of transferring these skills and behaviours to the operating theatre context.

Methods: Key team skills and behaviours used by a team of professional kitchen staff were identified from a series of observations in the work setting and evaluated for potential application in the operating theatre environment. Sixty-one multi-professional operating theatre staff members were invited to complete a questionnaire specifically designed to gauge the relevance and feasibility of these skills and behaviours if implemented in the clinical setting in order to improve team performance and patient safety.

Results: Five team practices for potential use in the operating theatre were identified. These were use of a “stop moment”; implementing closed-loop communication; undertaking weekly prospective briefings about planned activity; displaying visual poster guides for each procedure; and using cameras to track the progress of operations. Fifty-five of the 61 theatre staff members approached completed the questionnaire. The “stop moment” was perceived to be the most feasible for implementation (76%, 42/55) and to offer the greatest potential for improvement in patient safety (85%, 47/55).

Conclusion: Certain team skills and behaviours observed in a professional kitchen may have value if adapted for the operating theatre. These team practices could improve teamwork and patient safety in the operating theatre, and would be welcomed by the majority of theatre staff Implications Some team skills learnt from a Michelin starred kitchen are transferable to the operating theatre.