Table 6.
Factors loading in each item
| Items | 1 | 2 | 3 | 4 | 5 | 6 | 7 |
|---|---|---|---|---|---|---|---|
| A1. This pharmacy is well organised | 0.78 | ||||||
| A5. This pharmacy is free of clutter | 0.55 | ||||||
| A7. The physical layout of this pharmacy supports good workflow | 0.72 | ||||||
| A2. Staff treat each other with respect | 0.82 | ||||||
| A4. Staff in this pharmacy clearly understand their roles and responsibilities | 0.47 | 0.30 | |||||
| A9. Staff work together as an effective team | 0.80 | ||||||
| A3. Technicians in this pharmacy receive the training they need to do their jobs | 0.41 | ||||||
| A6. Staff in this pharmacy have the skills they need to do their jobs well | 0.41 | ||||||
| A8. Staff who are new to this pharmacy receive adequate orientation | 0.66 | ||||||
| B1. Staff ideas and suggestions are valued in this pharmacy | 0.73 | ||||||
| B5. Staff feel comfortable asking questions when they are unsure about something | 0.97 | ||||||
| B10. It is easy for staff to speak up to their supervisor/manager about patient safety concerns in this pharmacy | 0.95 | ||||||
| B2. We encourage patients to talk to pharmacists about their medications | 0.96 | ||||||
| B7. Our pharmacists spend enough time talking to patients about how to use their medications | 0.96 | ||||||
| B11. Our pharmacists tell patients important information about their new prescriptions | 0.61 | ||||||
| B3. Staff take adequate breaks during their shifts | 0.73 | ||||||
| B9. We feel rushed when processing prescriptions (negatively worded) | 0.92 | ||||||
| B12. We have enough staff to handle the workload | 0.61 | ||||||
| B16. Interruptions/distractions in this pharmacy (from phone calls, faxes, customers, etc) make it difficult for staff to work accurately (negatively worded) | 0.94 | ||||||
| B4. We have clear expectations about exchanging important prescription information across shifts | 0.73 | ||||||
| B6. We have standard procedures for communicating prescription information across shifts | 0.72 | ||||||
| B14. The status of problematic prescriptions is well communicated across shifts | 0.96 | ||||||
| B8. Staff in this pharmacy discuss mistakes | 0.74 | ||||||
| B13. When patient safety issues occur in this pharmacy, staff discuss them | 0.60 | ||||||
| B15. In this pharmacy, we talk about ways to prevent mistakes from happening again | 0.53 | ||||||
| C1. Staff are treated fairly when they make mistakes | 0.92 | ||||||
| C4. This pharmacy helps staff learn from their mistakes rather than punishing them | 0.65 | ||||||
| C7. We look at staff actions and the way we do things to understand why mistakes happen in this pharmacy | 0.68 | ||||||
| C8. Staff feel like their mistakes are held against them (negatively worded) | 0.41 | 0.54 | |||||
| C2. When a mistake happens, we try to figure out what problems in the work process led to the mistake | −0.75 | ||||||
| C5. When the same mistake keeps happening, we change the way we do things | 0.69 | ||||||
| C10. Mistakes have led to positive changes in this pharmacy | 0.91 | ||||||
| C3. This pharmacy places more emphasis on sales than on patient safety (negatively worded) | −0.71 | ||||||
| C6. This pharmacy is good at preventing mistakes | 0.39 | 0.71 | |||||
| C9. The way we do things in this pharmacy reflects a strong focus on patient safety | 0.43 | 0.33 | −0.35 |