Table 6.
HSOPSC dimensions and items
| Dimension / Item | Factor loadings | |
|---|---|---|
| Manager expectations & actions promoting patient safety | ||
| C1 | My manager says a good word when he/she sees a job done according to established patient safety procedures. | .80 |
| C2 | My manager seriously considers staff suggestions for improving patient safety. | .87 |
| C3 | Whenever pressure builds up, my manager wants us to work faster, even if it means taking shortcuts*. (*Do not follow all procedures, for example, not implement the dual control of drugs prior to administration.) | .57 |
| C4 | My local manager overlooks patient safety problems that happen over and over. | .73 |
| Organizational learning - continuous improvement | ||
| A6 | We are actively doing things to improve patient safety. | .68 |
| A9 | Mistakes have led to positive changes here. | .59 |
| A13 | After we make changes to improve patient safety, we evaluate their effectiveness. | .70 |
| Teamwork within units | ||
| A1 | People support one another in this local unit. | .82 |
| A3 | When a lot of work needs to be done quickly, we work together as a team to get the work done. | .73 |
| A4 | In this local unit, people treat each other with respect. | .81 |
| A11 | When one area in this unit gets really busy, others help out. | .47 |
| Communication openness | ||
| D2 | Staff will freely speak up if they see something that may negatively affect patient care. | .65 |
| D4 | Staff feel free to question the decisions or actions of those with more authority. | .78 |
| D6 | Staff are afraid to ask questions when something does not seem right. | .72 |
| Feedback and communication about error | ||
| D1 | We are given feedback about changes put into place based on event reports. | .66 |
| D3 | We are informed about errors that happen in this local unit. | .76 |
| D5 | In this local unit, we discuss ways to prevent errors from happening again. | .79 |
| Nonpunitive response to error | ||
| A8 | Staff feel like their mistakes are held against them. | .80 |
| A12 | When an event is reported, it feels like the person is being written up, not the problem. | .77 |
| A16 | Staff worry that mistakes they make are kept in their personnel file. | .71 |
| Staffing | ||
| A2 | We have enough staff to handle the workload. | .59 |
| A5 | Staff in this local unit work longer hours than is best for patient care. | .43 |
| A7 | We use more agency/temporary staff than is best for patient care. | .61 |
| A14 | We work in "crisis mode"* trying to do too much, too quickly. (*The experience of workload beyond what should be normal.) | .65 |
| Hospital management support for patient safety | ||
| H1 | Hospital management provides a work climate that promotes patient safety. | .78 |
| H8 | The actions of hospital management show that patient safety is a top priority. | .84 |
| H9 | Hospital management seems interested in patient safety only after an adverse event happens. | .63 |
| Teamwork across units | ||
| H2 | Units in the prehospital chain do not coordinate well with each other. | .41 |
| H4 | There is good cooperation among units that need to work together. | .64 |
| H6 | It is often unpleasant to work with staff from other units in the prehospital chain. | .64 |
| H10 | Units in the prehospital chain work well together to provide the best care for patients. | .59 |
| Handoffs and transitions | ||
| H3 | Things “fall between the cracks”* when transferring patients from one unit to another. (*For example, patient information is not transmitted, unclear responsibility for tasks and procedures in patient handover.) | .64 |
| H5 | Important patient care information is often lost during shift changes. | .71 |
| H7 | Problems often occur in the exchange of information across units in the prehospital chain. | .73 |
| H11 | Patient handovers are problematic for patients in the prehospital chain. | .65 |
| Overall perception of safety | ||
| A10 | It is just by chance that more serious mistakes don’t happen in this local unit. | .72 |
| A15 | Patient safety is never sacrificed to get more work done. | .56 |
| A17 | We have patient safety problems in this local unit. | .73 |
| A18 | Our procedures and systems are good at preventing errors from happening. | .70 |
| Frequency of error reporting | ||
| F1 | When a mistake is made, but is caught and corrected before affecting the patient, how often is this reported? | .76 |
| F2 | When a mistake is made, but has no potential to harm the patient, how often is this reported? | .75 |
| F3 | When a mistake is made that could harm the patient, but does not, how often is this reported? | .75 |
| Stop working in dangerous situations | ||
| A19 | I ask my colleagues to stop work when I think the job is being done in a risky manner. | .63 |
| A20 | I report dangerous situations when I see them. | .69 |
| B1 | My colleagues stop me if I'm working in a dangerous manner. | .79 |
| B2 | I stop working if I think it can be dangerous for me or others to continue. | .57 |