Stavanger, Norway | 12 - 15 May 2022 10th EORNA Congress Round Table Sessions 29 Round Table: Healthy and happy at work RT09 Switch for more happiness A. Dedonder (AFISO)1 1Haute Ecole Léonard de Vinci, Woluwe-Saint-Lambert, Belgium Change is part of life. The world is constantly changing. In the operating theatre, change is in the evolution of techniques or the arrival of new equipment. It is also in the dynamics of the teams: nurses arrive, others leave, expertise evolves, roles change. Every time, it is a change and new energy is created. The problem is that nobody likes changes. How can we experience change with more serenity? Faced with change, I use SWITCH PHILOSOPHY to bounce back. Since I am convinced that performance depends on wellbeing, I ask myself: how can I change the way I look at the world to move towards the “+”? I’m going to share with you one of my latest experiences, lived this summer in the middle of the floods in Belgium and the COVID-19 pandemic. Even when everything seems complicated, we always have the choice to switch. And in the OR? How about trying to switch for more happiness? RT10 “Clubbing in the operating room” a quality improvement project to improve reading, critical appraisal and patient outcomes A.M. McCaffrey1, M. Given2, V. Sheeran3, Sligo University Hospital, Ireland. 1SUH, General Theatres, Sligo, Ireland, 2SUH, NMPDU Ballyshannon, Sligo, Ireland, 3SUH, Nursing & Midwifery Practice Development Unit, Sligo, Ireland Delivering safe care based on best available research is a standard of conduct identified as one’s professional responsibility. Evidence based practice requires that nurses have an awareness of the most recent evidence available and it is imperative that they can access, critically analyse and incorporate this evidence into practice to enrich the patient experience. Observing staff in theatre, a gap was identified where nurses were hesitant in engaging in literature searching, critical appraisal, policy making or quality improvement projects. Barriers included lack of organisational support, insufficient time, knowledge and lack of critiquing skills. Institutional barriers included staff shortage, operating list priority, lack of motivation and leadership. Indeed, a local survey determined that 55% of staff were not proficient and 100% requested training in critical appraisal. Consequently, a quality improvement project (QIP) to set up a journal club was established. The aim was to support the research culture in the department. This would facilitate identification of theory practice gaps with the nurse’s confidence in their research role enhanced if relevant evidence was translated into practice. The club was formed, meeting regularly to critically appraise evidence. Measurement of the project included using outcome, process and balancing measures. Outcome measurement included staff satisfaction, knowledge change, critical analysis skills and reading ability. Outcomes for patients were measured by auditing practice changes following benchmarking against research. This promoted confidence in practice and encouraged sharing of knowledge. Process outcomes were measured by evaluating the frequency, timing and setting for the club, minor but vital elements to ensure its ongoing viability. Additionally, it promoted learning which was summarized in personal portfolio as evidence of continuing education. This project enhanced nursing practice and aligned nursing goals with the hospital governance framework. It encouraged teamwork; optimizing evidence-based practice by sharing critical nursing practice information.
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