OR Manager - June 2018 - 3

Editorial
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Vol. 34, No. 6 June 2018 * OR Manager (ISSN 8756-8047)
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S
ocietal problems in recent years
have placed increasing burdens
on healthcare workers. With the
increase in mass casualty victims, people
displaced by natural disasters, and
drug or alcohol addicts, it's not uncommon
to experience disruptive patients
or families of patients who arrive at the
facility under a great deal of stress.
Nor is it hard to connect the dots between
this type of work environment and
the current shortage of nursing staff. According
to a recent article on nurse.org,
one out of five new nurses leave the
profession within a year of earning their licensure
because of unsafe and stressful
working conditions, and one out of three
leave within 2 years of starting work.
The article highlights legislation introduced
to the US Senate and House
of Representatives in May 2017 that
aims to improve nurse-to-patient ratios
and strengthen the role of nurses
in advocating for patients (the Nurse
Staffing Standards for Hospital Patient
Safety and Quality Care Act, S 1063,
and the Nurse Staffing Standards for
Hospital Patient Safety and Quality
Care Act, HR 2392). It's unclear when
these bills will move forward.
Meanwhile, many organizations have
stepped up efforts to educate healthcare
professionals about how to recognize
and minimize potentially dangerous
behavior. Several years ago, April
was designated as " workplace violence
awareness month. " In conjunction with
that, the Joint Commission on April 17
announced its new Sentinel Event Alert
59: Physical and verbal violence against
healthcare workers.
Through this alert, the Joint Commission
suggests ways to help healthcare
workers recognize and manage potential
violence from patients and visitors.
Here's an abbreviated list:
* Clearly define workplace violence
and put systems in place that enable
staff to report such instances,
including verbal abuse.
* Track and trend all reports of workplace
violence-including verbal
abuse and attempted assaults that
make a healthcare worker feel unsafe.
*
Provide follow-up and support to victims,
witnesses, and others, including
psychological counseling and
trauma-informed care if necessary.
* Review each incident to determine
contributing factors and analyze
data to determine priority situations
for interventions.
* Develop quality improvement initiatives
to reduce incidents of violence.
* Train all staff, including security, in
de-escalation, self-defense, and response
to emergency codes.
* Evaluate workplace violence reduction
initiatives.
In a little different twist, the American
College of Surgeons Committee on
Trauma on April 19 released a set of
strategies to reduce firearm-related injury,
disability, and death by making ownership
of firearms as safe as possible:
* approach firearm injuries as a medical,
not a political, problem
* promote evidence-based programs
that prevent violence and can be
implemented in trauma centers
Continued on page 5
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OR Manager - June 2018

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