Table 2.

Staff perception of safety culture: average positive response rates across 10 dimensions (N = 236)

PSC domains	Average positive response (%)
D1: Overall perceptions of safety	41.53
Patient safety is never sacrificed to get more work done	42.38
Our procedures and systems are good at preventing errors from happening	24.58
It is just by chance that more serious mistakes do not happen around here	38.13
We have patient safety problems in this facility	61.02
D2: Frequency of events reported	16.1
When a mistake is made, but is caught and corrected before affecting the patient, it is reported…	4.23
When a mistake is made, but has no potential to harm the patient, it is reported…	14.41
When a mistake is made that could harm the patient, but does not, it is reported…	9.67
D3: Supervisor/Manager expectations and actions promoting patient safety	46.82
Manager says a good word when he/she sees a job done according to established patient safety procedures	22.89
Manager seriously considers staff suggestions for improving patient safety	23.72
Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts	70.33
My manager overlooks patient safety problems that happen over and over	70.33
D4 : Organizational learning and continuous improvement	38.98
We are actively doing things to improve patient safety	27.54
Mistakes have led to positive changes here	28.81
After we make changes to improve patient safety, we evaluate their effectiveness	52.12
We are given feedback about changes put into place based on event reports	16.94
We are informed about errors that happen in the facility	56.78
In this facility, we discuss ways to prevent errors from happening again	51.7
D5: Teamwork within units	58.3
People support one another in this facility	75.84
When a lot of work needs to be done quickly, we work together as a team to get the work done	74.16
In facility, people treat each other with respect	78.81
When one area in this unit gets really busy, others help out	44.91
If one operating room is overloaded, the others lend a hand.	17.8
D6: Communication openness	28.25
Staff will freely speak up if they see something that may negatively affect patient care	23.71
Staff feel free to question the decisions or actions of those with more authority	39
Staff are afraid to ask questions when something does not seem right	22.03
D7: Non-punitive response to error	48.73
Staff feel like their mistakes are held against them	22.46
When an event is reported, it feels like the person is being written up, not the problem	51.7
Staff worry that mistakes they make are kept in their personnel file	72.03
D8: Staffing	22.56
We have enough staff to handle the workload	13.56
Staff in this facility work longer hours than is best for patient care	16.94
We rely too much on temporary staff to ensure optimal quality of care	7.2
We work in ‘crisis mode’ trying to do too much, too quickly	52.54
D9: Management support for patient safety	42.37
Management provides a work climate that promotes patient safety	22.03
The actions of management show that patient safety is a top priority	42.38
Management seems interested in patient safety only after an adverse event happens	64.4
Units work well together to provide the best care for patients	40.68
D10: Teamwork across units	40.56
There is good cooperation among units that need to work together	35.6
Units do not coordinate well with each other	33.06
It is often unpleasant to work with staff from other units	35.59
Things ‘fall between the cracks’ when transferring patients from one unit to another	50
Important patient care information is often lost during shift changes	51.7
Problems often occur in the exchange of information across units	46.61
Frequent staff changes are disruptive to patient care	31.36