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dc.contributor.authorPearse, Bronwyn Louise
dc.contributor.authorRickard, Claire M
dc.contributor.authorKeogh, Samantha
dc.contributor.authorFung, Yoke Lin
dc.date.accessioned2019-05-29T13:12:21Z
dc.date.available2019-05-29T13:12:21Z
dc.date.issued2019
dc.identifier.issn1036-7314
dc.identifier.doi10.1016/j.aucc.2018.01.001
dc.identifier.urihttp://hdl.handle.net/10072/381671
dc.description.abstractBackground: Bleeding management in cardiac surgery is challenging. Many guidelines exist to support bleeding management; however, literature demonstrates wide variation in practice. In 2012, a quality initiative was undertaken at The Prince Charles Hospital, Australia to improve bleeding management for cardiac surgery patients. The implementation of the quality initiative resulted in significant reductions in the incidence of blood transfusion, re-exploration for bleeding; superficial leg and chest wound infections; length of hospital stay, and cost. Given the success of the initiative, we sought to answer the question; “How and why was the process of implementing a bleeding management quality initiative in the cardiac surgery unit successful, and sustainable?” Methods: A retrospective explanatory case study design was chosen to explore the quality initiative. Analysis of the evidence was reviewed through phases of the ‘Knowledgeto Action’ planned change model. Data was derived from: (1) document analysis, (2) direct observation of the local environment, (3) clinical narratives from interviews, and analysed with a triangulation approach. The study period extended from 10/2011 to 6/2013. Results: Results demonstrated the complexity of changing practice, as well as the significant amount of dedicated time and effort required to support individual, department and system wide change. Results suggest that while many clinicians were aware of the potential to apply improved practice, numerous barriers and challenges needed to be overcome to implement change across multiple disciplines and departments. Conclusions: The key successful components of the QI were revealed through the case study analysis as: (1) an appropriately skilled project manager to facilitate the implementation process; (2) tools to support changes in workflow and decision making including a bleeding management treatment algorithm with POCCTs; (3) strong clinical leadership from the multidisciplinary team and; (4) the evolution of the project manager position into a perpetual clinical position to support sustainability.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherElsevier
dc.publisher.placeUnited States
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto9
dc.relation.ispartofjournalAustralian Critical Care
dc.subject.fieldofresearchNursing not elsewhere classified
dc.subject.fieldofresearchNursing
dc.subject.fieldofresearchcode111099
dc.subject.fieldofresearchcode1110
dc.subject.keywordsBleeding management
dc.subject.keywordsQuality initiative
dc.subject.keywordsCardiac surgery
dc.subject.keywordsExplanatory case study
dc.titleA retrospective explanatory case study of the implementation of a bleeding management quality initiative, in an Australian cardiac surgery unit
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Health, School of Nursing and Midwifery
gro.hasfulltextNo Full Text
gro.griffith.authorRickard, Claire
gro.griffith.authorPearse, Bronwyn L.
gro.griffith.authorFung, Lin
gro.griffith.authorKeogh, Samantha J.


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