Table 3 Scores and items of the 10 dimensions of safety culture
From: Assessment of patient safety culture in Moroccan primary health care: a multicentric study
Items of safety culture dimensions at the primary health care centers | Positive responses (%) |
|---|---|
D1: Overall perceptions of safety | 56 |
Patient safety is never sacrificed to get more work done | 69 |
Our procedures and systems are good at preventing errors from happening | 62 |
It is just by chance that more serious mistakes do not happen around here | 46 |
We have patient safety problems in this facility | 47 |
D2: Frequency of events reported | 42 |
When a mistake is made, but is caught and corrected before affecting the patient, it is reported | 46 |
When a mistake is made, but has no potential to harm the patient, it is reported | 36 |
When a mistake is made that could harm the patient, but does not, it is reported | 43 |
D3: Supervisor/Manager expectations and actions promoting patient safety | 59 |
Manager says a good word when he/she sees a job done according to established patient safety procedures | 73 |
Manager seriously considers staff suggestions for improving patient safety | 65 |
Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts | 48 |
My manager overlooks patient safety problems that happen over and over | 51 |
D4: Organizational learning and continuous improvement | 56 |
We are actively doing things to improve patient safety | 69 |
Mistakes have led to positive changes here | 56 |
After we make changes to improve patient safety, we evaluate their effectiveness | 66 |
We are given feedback about changes put into place based on event reports | 31 |
We are informed about errors that happen in the facility | 54 |
In this facility, we discuss ways to prevent errors from happening again | 61 |
D5: Teamwork within units | 68 |
People support one another in this facility | 61 |
When a lot of work needs to be done quickly, we work together as a team to get the work done | 69 |
In facility, people treat each other with respect | 78 |
When one area in this unit gets really busy, others help out | 65 |
D6: Communication openness | 52 |
Staff will freely speak up if they see something that may negatively affect patient care | 60 |
Staff feel free to question the decisions or actions of those with more authority | 43 |
Staff are afraid to ask questions when something does not seem right | 52 |
D7: Non-punitive response to error | 37 |
Staff feel like their mistakes are held against them | 31 |
When an event is reported, it feels like the person is being written up, not the problem | 38 |
We work in ‘crisis mode’ trying to do too much, too quickly | 42 |
D8: Staffing | 34 |
We have enough staff to handle the workload | 21 |
Staff in this facility work longer hours than is best for patient care | 37 |
We work in ‘crisis mode’ trying to do too much, too quickly | 45 |
D9: Management support for patient safety | 48 |
Management provides a work climate that promotes patient safety | 49 |
The actions of management show that patient safety is a top priority | 50 |
Management seems interested in patient safety only after an AE happens | 34 |
Units work well together to provide the best care for patients | 58 |
D10: Teamwork across units | 40 |
There is good cooperation among units that need to work together | 51 |
Units do not coordinate well with each other | 42 |
It is often unpleasant to work with staff from other units | 39 |
Things ‘fall between the cracks’ when transferring patients from one unit to another | 32 |
Important patient care information is often lost during shift changes | 42 |
Problems often occur in the exchange of information across units | 35 |