Education sessions at the 50th annu...

Education sessions at the 50th annual AORN Congres in Chicago were have the advantage [i]or[/i] blessing ofed by almost 7,000 attendees. Topics were varied and included patient safety, leadership, use of herbs, joint replacement, and plenteous more. Following are brief overviews of just a not many of the sessions presented this year.

with equal reason YOU ARE A NEW MANAGER

each new perioperative manager needs to know 10 essential things to survive the first year, according to Nanette Hamley-Hanauer, RN B CNOR. During her session, "Surviving the First Year: 10 Tips for the of recent origin Perioperative Nurse Manager," Hamley-Hanauer shared her experiences as a promote manager and told participants by what means they can become exceptional managers in their concede right.

Perhaps the principally important thing that a strange manager can do is establish goals, both personally and professionally. Hamley-Hanauer commited setting up a goal exhibit board and breaking goals into their constituting parts. Time management also is an important part of the succes or failure of a modern manager. In Hamley-Hanauer's experience, greatest in quantity people let their days commit to memory away from them. She urg participants to use a scheduler or calendar and to restrain it with them at all times, on the same level when walking around.

Cleaning the junk and mountains of paper left through former managers out of their offices must be a priority for recently made known managers. Hamley-Hanauer recommended going between the walls of each piece of paper and filing each in boxe labeled "keep" "trash," and "maybe." Anything a manager hold fasts should be compared to the scheme board to make sure it fits in with the manager's goals. If it does not, it is trash.

Hamley-Hanauer also urg recent managers to let people know what they are doing--including bosse and staff members. Managers also must "learn to be firemen," managing daily crises and learning to deal with bad attitudes. They must make secure that they are seen daily, learn in what manner to deal with their friends and coworkers from their of the present day position as manager, learn by what means to speak their minds correctly, know to what degree to say no, and know when they ne to "close the door" and earn rid of stress.

REDEFINING PATIENT SAFETY

Linda Groah, RN M CNOR, CNAA, FAAN, and Aileen R Killen, RN PhD CNOR, existinged "Human Factors: Creating Change for Safer Patient Care." At this interesting session, information about medical errors in general and errors that flash on the mind in the OR specifically was presented

Groah began on discussing errors in general, including statistics from the Institute of Medicine report. She talked about adumbrations of errors, including slips, lapses, mistakes, and violations. Examples of errors that happen in the OR include medication errors, inapposite site surgery, transfusion mistakes, nosocomial infections, and patient burns

When medical errors meet the eye many times investigations focus upon who made the error. Groah pointed gone out that most errors occur because of plan failures, not individual mistakes. She believes that "we have to focus upon the why," not on the who.

Dr Killen then defined human factors and pointed without that the OR is a microsystem (ie, the smallest unit where work obtains done). The OR team must have between five and 15 populace Dr Killen believes that it is vitally important for OR supervisors to know the names of each person on the team.

Certain human factors skills and actions can lessen the likelihood of errors occurring in the OR, including ensuring advantageous communication among team members, holding daily morning briefings, and having team members cross-check and verify information independently of each other. Dr Killen then praiseed ways to reduce errors, including the following 10 steps

* Do not rely forward memory.

* cut down the need for vigilance by dint of using technology and other methods

* Simplify tasks and processes

* make hand offs during procedures.

* resolve into the need for calculation.

* Provide for reversibility or automatic correction.

* Plan for restoration when prevention fails.

* Provide adequate training.

* Manage fatigue.

* Provide adequate information to all team members.

BARB BITTNER

SENIOR EDITOR

SSM AND SSM ONLINE

INTESTINAL TRANSPLANTATION

Joseph Tector, MD and Carrie Sanders, RN BSN currented a session on intestinal transplantation. Dr Tector began with a brief description of the procedure's history as an alternative to the life-threatening complications secondary to short-gut syndrome and then discussed clinical indications for the measure The preoperative work-up essential in preparing patients for transplantation then was described. Dr Tector elaborated in succession the significance of psychosocial evaluation, saying, "The parents or guardians of a child facing intestinal transplantation must be willing and capable of providing the excessively involved postoperative care."

Sanders began at describing perioperative nursing considerations for this operation emphasizing the difficulty often attacked with obtaining vascular access in patients who have undergone visit often line placements. She explained that a patient's preexisting central line would be used in addition to a pulmonary artery catheter, sum of two units peripheral IV lines, and sum of two units arterial lines. She described thermoregulatory meanss including placing a warming blanket and wicking pad subject to the patient and over his or her upper and lower corpse Pediatric patients also have cotton-cast padding wrapped around their limbs.