We found a match
Your institution may have access to this item. Find your institution then sign in to continue.
- Title
Leaders' experiences of embedding a simulation-based education programme in a teaching hospital: an interview study informed by normalisation process theory.
- Authors
Szabo, Rebecca A.; Molloy, Elizabeth; Allen, Kara J.; Francis, Jillian; Story, David
- Abstract
There is limited research on the experiences of people in working to embed, integrate and sustain simulation programmes. This interview-based study explored leaders' experiences of normalising a simulation-based education programme in a teaching hospital. Fourteen known simulation leaders across Australia and North America were interviewed. Semi-structured interviews were analysed using reflexive thematic analysis sensitised by normalisation process theory, an implementation science theory which defines 'normal' as something being embedded, integrated and sustained. We used a combined social and experiential constructivist approach. Four themes were generated from the data: (1) Leadership, (2) business startup mindset, (3) poor understanding of simulation undermines normalisation and (4) tension of competing objectives. These themes were interlinked and represented how leaders experienced the process of normalising simulation. There was a focus on the relationships that influence decision-making of simulation leaders and organisational buy-in, such that what started as a discrete programme becomes part of normal hospital operations. The discourse of 'survival' was strong, and this indicated that simulation being normal or embedded and sustained was still more a goal than a reality. The concept of being like a 'business startup' was regarded as significant as was the feature of leadership and how simulation leaders influenced organisational change. Participants spoke of trying to normalise simulation for patient safety, but there was also a strong sense that they needed to be agile and innovative and that this status is implied when simulation is not yet 'normal'. Leadership, change management and entrepreneurship in addition to implementation science may all contribute towards understanding how to embed, integrate and sustain simulation in teaching hospitals without losing responsiveness. Further research on how all stakeholders view simulation as a normal part of a teaching hospital is warranted, including simulation participants, quality and safety teams and hospital executives. This study has highlighted that a shared understanding of the purpose and breadth of simulation is a prerequisite for embedding and sustaining simulation. An approach of marketing simulation beyond simulation-based education as a patient safety and systems improvement mindset, not just a technique nor technology, may assist towards simulation being sustainably embedded within teaching hospitals.
- Subjects
AUSTRALIA; NORTH America; LEADERS; MEDICAL education; ACADEMIC medical centers; PATIENT safety; DIFFUSION of innovations; QUALITATIVE research; INTERVIEWING; LEADERSHIP; ENTREPRENEURSHIP; STATISTICAL sampling; DECISION making; SIMULATION methods in education; THEMATIC analysis; RESEARCH methodology; ORGANIZATIONAL change; MEDICAL coding; CHANGE management; DATA analysis software; PSYCHOSOCIAL factors
- Publication
Advances in Simulation, 2024, Vol 9, Issue 1, p1
- ISSN
2059-0628
- Publication type
Article
- DOI
10.1186/s41077-024-00294-3