Trial reportScandinavian journal of trauma, resuscitation and emergency medicine2013
Effects of multidisciplinary teamwork on lead times and patient flow in the emergency department: a longitudinal interventional cohort study.
Trial report in Scandinavian journal of trauma, resuscitation and emergency medicine, 2013. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 9 papers, 1 of them a synthesis that pooled it.
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Who cites it
9 citing papers in PubMed, 1 synthesis or guideline pooled it.
- Efficiency measures of emergency departments: an Italian systematic literature review.BMJ open quality · 2021Pooled it
- An Implementation Science Approach to Introducing the National Emergency Airway Registry for Pediatric Emergency Medicine Preintubation Checklist: Understanding Facilitators and Barriers.Journal of the American College of Emergency Physicians open · 2026Article
- Evaluation of interprofessional teamwork modules implementation in an emergency department - A mixed-methods case study of implementation fidelity.BMC health services research · 2021Article
- Observational
- Article
- Trust in the early chain of healthcare: lifeworld hermeneutics from the patient's perspective.International journal of qualitative studies on health and well-being · 2017Article
- Swedish emergency medical services' identification of potential candidates for primary healthcare: Retrospective patient record study.Scandinavian journal of primary health care · 2015Article
- Improvement of clinical quality indicators through reorganization of the acute care by establishing an emergency department-a register study based on data from national indicators.Scandinavian journal of trauma, resuscitation and emergency medicine · 2014Article
- Functions of behavior change interventions when implementing multi-professional teamwork at an emergency department: a comparative case study.BMC health services research · 2014Article
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
backgroundLong waiting times for emergency care are claimed to be caused by overcrowded emergency departments and non-effective working routines. Teamwork has been suggested as a promising solution to these issues. The aim of the present study was to investigate the effects of teamwork in a Swedish emergency department on lead times and patient flow.
methodsThe study was set in an emergency department of a university hospital where teamwork, a multi-professional team responsible for the whole care process for a group of patients, was introduced. The study has a longitudinal non-randomized intervention study design. Data were collected for five two-week periods during a period of 1.5 years. The first part of the data collection used an ABAB design whereby standard procedure (A) was altered weekly with teamwork (B). Then, three follow-ups were conducted. At last follow-up, teamwork was permanently implemented. The outcome measures were: number of patients handled within teamwork time, time to physician, total visit time and number of patients handled within the 4-hour target.
resultsA total of 1,838 patient visits were studied. The effect on lead times was only evident at the last follow-up. Findings showed that the number of patients handled within teamwork time was almost equal between the different study periods. At the last follow-up, the median time to physician was significantly decreased by 11 minutes (p = 0.0005) compared to the control phase and the total visit time was significantly shorter at last follow-up compared to control phase (p = <0.0001; 39 minutes shorter on average). Finally, the 4-hour target was met in 71% in the last follow-up compared to 59% in the control phase (p = 0.0005).
conclusionsTeamwork seems to contribute to the quality improvement of emergency care in terms of small but significant decreases in lead times. However, although efficient work processes such as teamwork are necessary to ensure safe patient care, it is likely not sufficient for bringing about larger decreases in lead times or for meeting the 4-hour target in the emergency department.
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