Theme | Key Concepts | Number and % of respondent for each concept by States | Number and mean number of quotations by States | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
All states (n=119) | NSW/ACT (n=52) | WA (n=30) | QLD (n=37) | All states | NSW/ACT | WA | QLD | ||||||||
No. | No. | % | No. | % | No. | % | No. | No. | Mean | No. | Mean | No. | Mean | ||
Personal experiences of stress and morale | 4HR/NEAT increased stress and decreased morale | 109 | 44 | 85% | 30 | 100% | 35 | 95% | 1146 | 323 | 7.3 | 512 | 17.1 | 311 | 8.9 |
4HR/NEAT increased workload | 81 | 28 | 54% | 22 | 73% | 31 | 84% | 419 | 135 | 4.8 | 132 | 6.0 | 152 | 4.9 | |
4HR/NEAT improved morale in ED staff | 18 | 7 | 13% | 7 | 23% | 4 | 11% | 52 | 13 | 1.9 | 32 | 4.6 | 7 | 1.8 | |
4HR/NEAT improved the clinical role performance | 8 | 0 | - | 7 | 23% | 1 | 3% | 11 | 0 | - | 9 | 1.3 | 2 | 2.0 | |
4HR/NEAT decreased stress | 4 | 1 | 2% | 2 | 7% | 1 | 3% | 5 | 1 | 1.0 | 2 | 1.0 | 2 | 2.0 | |
Intergroup dynamics | 4HR/NEAT necessitated the Whole of Hospital Approach (WoHA) | 87 | 31 | 60% | 28 | 93% | 28 | 76% | 334 | 120 | 3.9 | 124 | 4.4 | 90 | 3.2 |
4HR/NEAT impaired relationships with rest of the hospital | 77 | 33 | 63% | 21 | 70% | 23 | 62% | 257 | 86 | 2.6 | 84 | 4.0 | 87 | 3.8 | |
Hospital failed to employ the WoHA | 54 | 26 | 50% | 9 | 30% | 19 | 51% | 190 | 113 | 4.3 | 13 | 1.4 | 64 | 3.4 | |
Suboptimal leadership and insufficient buy-in at hospital executive confounded 4HR/NEAT-related changes | 47 | 21 | 40% | 9 | 30% | 17 | 46% | 128 | 59 | 2.8 | 18 | 2.0 | 51 | 3.0 | |
4HR/NEAT undermined ED teams and teamwork | 35 | 13 | 25% | 14 | 47% | 8 | 22% | 82 | 36 | 2.8 | 31 | 2.2 | 15 | 1.9 | |
4HR/NEAT improved relationships with rest of the hospital | 33 | 15 | 29% | 10 | 33% | 8 | 22% | 40 | 15 | 1.0 | 14 | 1.4 | 11 | 1.4 | |
4HR/NEAT improved communications within ED staff | 29 | 11 | 21% | 16 | 53% | 2 | 5% | 50 | 18 | 1.6 | 29 | 1.8 | 3 | 1.5 | |
4HR/NEAT worsened communication within ED staff | 26 | 9 | 17% | 13 | 43% | 4 | 11% | 43 | 16 | 1.8 | 22 | 1.7 | 5 | 1.3 | |
4HR/NEAT improved ED teams and teamwork | 25 | 5 | 10% | 12 | 40% | 8 | 22% | 39 | 9 | 1.8 | 17 | 1.4 | 13 | 1.6 | |
4HR/NEAT signified the importance of hospital’s executive buy-in | 21 | 11 | 21% | 6 | 20% | 4 | 11% | 59 | 32 | 2.9 | 16 | 2.7 | 11 | 2.8 | |
4HR/NEAT increased autonomy of ED staff | 16 | 9 | 17% | 4 | 13% | 3 | 8% | 25 | 16 | 1.8 | 4 | 1.0 | 5 | 1.7 | |
4HR/NEAT shifted the flow of power from ED to hospital executives | 6 | 6 | 12% | 0 | - | 0 | - | 7 | 7 | 1.2 | 0 | - | 0 | - | |
4HR/NEAT led to overwhelming pressure from department of health | 4 | 0 | - | 2 | 7% | 2 | 5% | 5 | 0 | - | 3 | 1.5 | 2 | 1.0 | |
Interaction with patients | 4HR/NEAT decreased staff-patient communication | 43 | 12 | 23% | 14 | 47% | 17 | 46% | 140 | 36 | 3.0 | 46 | 3.3 | 58 | 3.4 |
4HR/NEAT improved staff-patient communication | 26 | 9 | 17% | 6 | 20% | 11 | 30% | 56 | 15 | 1.7 | 23 | 3.8 | 18 | 1.6 | |
4HR/NEAT had no change on staff-patient relationships | 17 | 6 | 12% | 7 | 23% | 4 | 11% | 20 | 8 | 1.3 | 8 | 1.1 | 4 | 1.0 | |
Non-4HR/NEAT factors influencing staff-patient communication | 6 | 2 | 4% | 3 | 10% | 1 | 3% | 6 | 2 | 1.0 | 3 | 1.0 | 1 | 1.0 |