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By: Sheri Tadlock
Published: 12/19/2019
My mission from hospital leadership: Reduce sharps injuries in our 2 regional hospitals by 5% in a year. We far exceeded our goals, managing a 60% reduction from 2016 to 2018. While the first steps were to educate surgeons and staff about sharps safety, and reinforce and implement best practices, I truly believe that the changes in our follow-up process are what really drove the reduction. Essentially, we went from impersonal electronic communications to judgement-free face-to-face conversations. We made sure we didn't make those who'd been stuck feel like they've done something wrong. Instead, we asked if they were OK and focused on helping them prevent a repeat occurrence. That simple shift from blaming to caring made all the difference. Here's how we made the improvements.
1. Weed out non-safety sharps. We first identified when, where and why we were using non-safety sharps. We replaced non-safety sharps with safety ones where appropriate. If non-safety syringes were used simply to draw medication from a vial and never used on a patient, we allowed their continued use. We remain open to replacing all non-safety sharps, including scalpels, and have trialed all kinds — those with disposable plastic handles, with reusable metal handles, with safety sheaths and with retractable blades.
2. Correct high-risk behavior. The OR was a high-risk population cluster for sharps injuries. We reinforced best practices there:
Teach sharps users how to use syringes that require single-handed activation as well as those that retract automatically. They also need to know how to properly use disposal units. I bring safety sharps and a disposal box to the orientation sessions and show them how they're used.
3. Relationship-based care. Our hospital used to send the employee who had a sharps injury an email that noted we were aware of the incident, and attached an informational brochure from the Centers for Disease Control and Prevention. To say the least, I found that to be an impersonal way to address the situation.
We've instructed our nurses to hold the tray out even if a doctor tries to insist on manually passing a sharp to them.
Now, I go see them in person. If it's a younger employee, they might be disappointed in themselves or fearful that their bosses will think they've done something wrong. Sometimes the informal feedback from older colleagues isn't good if they minimize the sticks and chalk it up to an inevitable rite of passage. When we talk, I try to change their feeling that a stick is just part of the job. I explain that HIV and hepatitis B and C are alive and well. I make sure the talk isn't a lecture, but a teaching moment in which I explain sharps injuries are preventable if they keep their focus in that moment, and not think about the 30 other things on their to-do list.
Also, I don't go in with a "I can't believe you had a needlestick" attitude. We accept that it happened, I ask if they're OK and if they have any concerns, and if there's anything they need from me to help to prevent it from happening again.
4. Crucial conversations. When you have these conversations with compassion, it opens up a lot of things. I'm then able to walk through the process with them. I can calm them down, explain that while a sharps injury is reportable to OSHA and that our accreditation hinges in part on how many incidents we have, it's OK. If they're concerned about a potential infection, I explain how the size of the bore of the needle, the amount of blood on the syringe and the length of the time the needle was in the skin are all factors in infection transmissions. It was during these conversations that I realized a lot of younger nurses were never taught how to activate the safety features on sharps in nursing school.
5. Just-in-time training. When I realized that these young nurses needed education, I didn't wait for a meeting or a huddle. When one nurse who had more than one stick told me she didn't know how to activate a safety syringe, we gathered 6 nurses right then and there, went to the med room and I showed them how to do it. Then they sent me to a different floor where another handful of nurses needed the same lesson. Just-in-time training is simply providing the training right at the moment that it's needed.
For example, when I was talking with a person with a stick, he explained the syringe plunger to retract the needle was too hard to push and he didn't feel comfortable doing it while it was in the patient. We checked it out and, sure enough, there were several syringes that seemed to have issues with the plunger. We called the manufacturer and got it fixed. I don't think that employee would have reported the issue had we done things the old way. Because I wasn't blaming him in our conversation about the stick, he felt comfortable enough to tell me about the mechanical issue with the syringe.
I believe that a one-on-one conversation makes a person a believer. When you approach someone as a human instead of a statistic, you're creating a healing climate that — while it can't undo a sharps injury — can go a long way to preventing one from happening again. OSM
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