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Work Coordination, Workflow, &
Workarounds in a Medical Context
 Marina Kobayashi, Susan R. Fussell
 Human Computer Interaction Institute
 Carnegie Mellon University

 Yan Xiao, F. Jacob Seagull
 School of Medicine - Human Factors Research Program
 University of Maryland, Baltimore

 April 6, 2005
Motivation

                 Time

 People

                 Task


Resources
Workarounds: medical context
Context: Urban Hospital
Trauma Operating Room (OR)
   –  High-reliability: required to be
      dependable with minimal
      errors
   –  Fast-response: limitations to
      amount of time to attend to
      tasks
   –  Critical task environment: high
      urgency and emergent
Workarounds: current study

Data Collection: Field study
 – 120 hours of observations,
  interviews, focus groups
 – Personnel in targeted roles:
  charge nurse, charge
  anesthesia, surgeon
 – Critical incident reports
Workarounds: current study
 Workarounds—informal
 temporary practices for handling
 exceptions to normal workflow.

 How do workarounds influence
 work coordination and workflow
 in the medical context?
Workarounds

                  Blood not sent
                  for testing

                         Lab
                                                  Use universally
                                                   accepted type
Patient blood
type unknown


          Nurse                    Charge Nurse
Workflow
Findings: Workaround patterns
 Differ as a function of actor’s role
    – “As the charge nurse I think about things in one way and there’s things
    that I’m concerned about, but [she] is a clerk, so even though she’s helping
    me with the same task she’s thinking about other things…”
 Draw on tacit knowledge of other’s abilities and willingness to
help
    – "[You] just kind of know from experience who your stronger people are,
    who your weaker people are, who's flexible…"
 Have a cascading effect
 Often rely on principles of fairness and who owes whom favors
    – “[In any OR management situation] what you really want when you’re
    running the OR is you want everybody to owe you a favor at all…It helps if
    they can remember last week when you helped them….”
Workaround support tools
  Training
    –  Provide a library of previously used workarounds and
       outcomes
  Memory
    –  Remind workaround initiators of who they should call on for
       a favor, or where to find a person with specific skills/
       experience
  Decision-making
    –  Simulate and predict the short and long-term effects of
       different workarounds, and suggest strategies to best
       handle repercussions
  Awareness
    –  Provide knowledge of availability or current status of
       resources and personnel
Future research

  Implement and evaluate workaround support tools
  Further study of workarounds in ORs
    –  Triggers
    –  Execution
    –  Outcome (short & long)
  Workarounds in other critical contexts
Thanks!
Sara Kiesler, Yuqing Ren, Peter Scupelli,
Scott Davidoff, Lui Min Oh, and other members
of our research group on Large-Scale Collaboration

Our collaborators at the
University of Maryland Medical Center

This project is supported by
National Science Foundation grant #0325087
Questions? Contact us…
        Marina   marinak@andrew.cmu.edu




        Susan    sfussell@andrew.cmu.edu




        Yan      yxiao@umaryland.edu



        Jake     jseag001@umaryland.edu

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Work Coordination, Workflow, and Workarounds in a Medical Context

  • 1. Work Coordination, Workflow, & Workarounds in a Medical Context Marina Kobayashi, Susan R. Fussell Human Computer Interaction Institute Carnegie Mellon University Yan Xiao, F. Jacob Seagull School of Medicine - Human Factors Research Program University of Maryland, Baltimore April 6, 2005
  • 2. Motivation Time People Task Resources
  • 3. Workarounds: medical context Context: Urban Hospital Trauma Operating Room (OR) –  High-reliability: required to be dependable with minimal errors –  Fast-response: limitations to amount of time to attend to tasks –  Critical task environment: high urgency and emergent
  • 4. Workarounds: current study Data Collection: Field study – 120 hours of observations, interviews, focus groups – Personnel in targeted roles: charge nurse, charge anesthesia, surgeon – Critical incident reports
  • 5. Workarounds: current study Workarounds—informal temporary practices for handling exceptions to normal workflow. How do workarounds influence work coordination and workflow in the medical context?
  • 6. Workarounds Blood not sent for testing Lab Use universally accepted type Patient blood type unknown Nurse Charge Nurse
  • 8. Findings: Workaround patterns  Differ as a function of actor’s role – “As the charge nurse I think about things in one way and there’s things that I’m concerned about, but [she] is a clerk, so even though she’s helping me with the same task she’s thinking about other things…”  Draw on tacit knowledge of other’s abilities and willingness to help – "[You] just kind of know from experience who your stronger people are, who your weaker people are, who's flexible…"  Have a cascading effect  Often rely on principles of fairness and who owes whom favors – “[In any OR management situation] what you really want when you’re running the OR is you want everybody to owe you a favor at all…It helps if they can remember last week when you helped them….”
  • 9. Workaround support tools   Training –  Provide a library of previously used workarounds and outcomes   Memory –  Remind workaround initiators of who they should call on for a favor, or where to find a person with specific skills/ experience   Decision-making –  Simulate and predict the short and long-term effects of different workarounds, and suggest strategies to best handle repercussions   Awareness –  Provide knowledge of availability or current status of resources and personnel
  • 10. Future research   Implement and evaluate workaround support tools   Further study of workarounds in ORs –  Triggers –  Execution –  Outcome (short & long)   Workarounds in other critical contexts
  • 11. Thanks! Sara Kiesler, Yuqing Ren, Peter Scupelli, Scott Davidoff, Lui Min Oh, and other members of our research group on Large-Scale Collaboration Our collaborators at the University of Maryland Medical Center This project is supported by National Science Foundation grant #0325087
  • 12. Questions? Contact us… Marina marinak@andrew.cmu.edu Susan sfussell@andrew.cmu.edu Yan yxiao@umaryland.edu Jake jseag001@umaryland.edu