Having a knowledge of human factors has helped me look at clinical practice in a new light:
- Many human errors can be mitigated by good design of things and systems
- Systemic errors are best tackled by design through forcing functions, automation/computerisation, rather than training/education and policies the ‘Hierarchy of Intervention Effectiveness’. Yet, clinical practice focusses on the least effective interventions.
- The SHELL model is helpful to understand the complexity of clinical practice: the interfaces are particularly important. The use of the term ‘software’ is a bit anachronistic now, as it just means ‘apps’/computer code nowadays, rather than ‘procedures, policies, rules’, etc
- Good practice in Human Factors can be learned, taught and improved
- QI and good managerial practice should complement clinical practice (doctors vs managers). Managers need to learn human factors, too
- Make it easy to do the right thing and hard to do the wrong thing
- System designers needs subject matter experts to consider all use cases/scenarios
- Where is the point when the excess cost outweighs the benefit? That is, what is the acceptable level of risk/acceptable level of quality?
- ‘Culture eats strategy for breakfast!’ (attributed to Drucker)
- Medicine expects failure and is doomed to failure – all patients eventually die
- In clinical practice, we don’t really work in proper, functional ‘teams’, but rather professional silos
- Telling people to ‘pull their socks up’ rarely works
- Best results are seen where humans are taken out of the equation entirely, e.g. terminate a risk, such as strong potassium chloride no longer available
- Automated safety measures can have unexpected consequences, e.g. MCAS in the Boeing 737 Max
- Human beings are ‘creative’ and find workarounds
- Rare disasters become forgotten to history