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Medical and healthcare · programme 05

Prepare for emergencies

Train teams to respond together when everything speeds up.

Why this programme

Mass casualty influx, power failure, fire alarm: the plans exist, but they are rarely rehearsed. The programme simulates a crisis that unfolds in real time, with information arriving on phones and decisions that change what happens next. Everyone’s role becomes clear before it is needed.

We can afford to lose money – even a lot of money. But we can't afford to lose reputation – even a shred of reputation.

Warren Buffettinvestor, chairman of Berkshire HathawayBiennial letter to Berkshire Hathaway managers (26 July 2010), reproduced in the 2010 annual report, 2010

What your teams experience

  1. The major incident plan: assign each team its role in activating the emergency plan.
  2. The influx: triage fictional casualties by priority as arrivals speed up.
  3. The outage: keep critical care going during a simulated power cut, with limited resources.
  4. The debrief: the screen replays the crisis and shows the decisions that made the difference.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

Emergency plans known to everyone, faster coordination between departments, and calmer teams on the day the crisis is real.

around 40%

Only about 40% of people who experience an out-of-hospital cardiac arrest get the immediate help that they need before professional help arrives.

American Heart AssociationCPR Facts and Stats, 2024

Staging written for you

In your client area, a form specific to this programme collects your content: it is built into the challenges and cinematic sequences, exactly as you provide it. The look uses your logo and your colours. Teams are formed on the spot or based on your organisation chart.

Follow-up, up to D+30

Your follow-up dashboard stays with the programme, from the order to the final results.

  • After the session: the session report, with the gap between the opening and closing measures.
  • At D+7: a reminder asks a few key questions again, and the D+7 report shows what has been retained.
  • At D+30: a second reminder, and the D+30 report shows what holds over time.

Follow-up: before, during, after

The sources of this programme

The published research that this programme's games, measures and debriefs refer to. You can check every reference.

  1. Kaji, A., Koenig, K. L., & Bey, T. (2006). Surge capacity for healthcare systems: A conceptual framework. Academic Emergency Medicine, 13(11), 1157-1159. 10.1197/j.aem.2006.06.032
  2. Hick, J. L., Hanfling, D., Burstein, J. L., DeAtley, C., Barbisch, D., Bogdan, G. M., & Cantrill, S. (2004). Health care facility and community strategies for patient care surge capacity. Annals of Emergency Medicine, 44(3), 253-261. 10.1016/j.annemergmed.2004.04.011
  3. Benson, M., Koenig, K. L., & Schultz, C. H. (1996). Disaster triage: START, then SAVE, a new method of dynamic triage for victims of a catastrophic earthquake. Prehospital and Disaster Medicine, 11(2), 117-124. 10.1017/S1049023X0004276X
  4. Jenkins, J. L., McCarthy, M. L., Sauer, L. M., Green, G. B., Stuart, S., Thomas, T. L., & Hsu, E. B. (2008). Mass-casualty triage: Time for an evidence-based approach. Prehospital and Disaster Medicine, 23(1), 3-8. 10.1017/S1049023X00005471
  5. Lerner, E. B., Schwartz, R. B., Coule, P. L., et al. (2008). Mass casualty triage: An evaluation of the data and development of a proposed national guideline. Disaster Medicine and Public Health Preparedness, 2(S1), S25-S34. 10.1097/DMP.0b013e318182194e
  6. Klinger, C., Landeg, O., & Murray, V. (2014). Power outages, extreme events and health: A systematic review of the literature from 2011-2012. PLoS Currents Disasters, 6. 10.1371/currents.dis.04eb1dc5e73dd1377e05a10e9edde673
  7. Skryabina, E., Reedy, G., Amlôt, R., Jaye, P., & Riley, P. (2017). What is the value of health emergency preparedness exercises? A scoping review study. International Journal of Disaster Risk Reduction, 21, 274-283. 10.1016/j.ijdrr.2016.12.010
  8. Organisation mondiale de la santé, bureau régional de l'Europe (2011). Hospital Emergency Response Checklist: An All-Hazards Tool for Hospital Administrators and Emergency Managers (rapport). iris.who.int/handle/10665/349374
  9. Härgestam, M., Lindkvist, M., Brulin, C., Jacobsson, M., & Hultin, M. (2013). Communication in interdisciplinary teams: Exploring closed-loop communication during in situ trauma team training. BMJ Open, 3(10), e003525. 10.1136/bmjopen-2013-003525
  10. Gollwitzer, P. M., & Sheeran, P. (2006). Implementation intentions and goal achievement: A meta-analysis of effects and processes. Advances in Experimental Social Psychology, 38, 69-119. 10.1016/S0065-2601(06)38002-1
  11. Howard, G. S. (1980). Response-shift bias: A problem in evaluating interventions with pre/post self-reports. Evaluation Review, 4(1), 93-106. 10.1177/0193841X8000400105
  12. Roediger, H. L., & Karpicke, J. D. (2006). Test-enhanced learning: Taking memory tests improves long-term retention. Psychological Science, 17(3), 249-255. 10.1111/j.1467-9280.2006.01693.x
  13. Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making: Biased information sampling during discussion. Journal of Personality and Social Psychology, 48(6), 1467-1478. 10.1037/0022-3514.48.6.1467
  14. Okuyama, A., Wagner, C., & Bijnen, B. (2014). Speaking up for patient safety by hospital-based health care professionals: A literature review. BMC Health Services Research, 14, 61. 10.1186/1472-6963-14-61
  15. Cook, D. A., Hatala, R., Brydges, R., et al. (2011). Technology-enhanced simulation for health professions education: A systematic review and meta-analysis. JAMA, 306(9), 978-988. 10.1001/jama.2011.1234
Shared foundations (12 references)

The mechanics of all our sessions (team play, the debrief, the before-and-after measure, spaced reminders) and the research that also underpins the other programmes in the same specialty or sector.

  1. Tannenbaum, S. I., & Cerasoli, C. P. (2013). Do team and individual debriefs enhance performance? A meta-analysis. Human Factors, 55(1), 231-245. 10.1177/0018720812448394
  2. Sitzmann, T. (2011). A meta-analytic examination of the instructional effectiveness of computer-based simulation games. Personnel Psychology, 64(2), 489-528. 10.1111/j.1744-6570.2011.01190.x
  3. Reason, J. (2000). Human error: Models and management. BMJ, 320(7237), 768-770. 10.1136/bmj.320.7237.768
  4. Edmondson, A. C. (1996). Learning from mistakes is easier said than done: Group and organizational influences on the detection and correction of human error. Journal of Applied Behavioral Science, 32(1), 5-28. 10.1177/0021886396321001
  5. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. 10.2307/2666999
  6. Tucker, A. L., & Edmondson, A. C. (2003). Why hospitals don't learn from failures: Organizational and psychological dynamics that inhibit system change. California Management Review, 45(2), 55-72. 10.2307/41166165
  7. Dekker, S. (2007). Just Culture: Balancing Safety and Accountability. Ashgate (ouvrage).
  8. Organisation mondiale de la santé (2021). Global Patient Safety Action Plan 2021-2030: Towards Eliminating Avoidable Harm in Health Care (rapport). iris.who.int/handle/10665/343477
  9. Hughes, A. M., Gregory, M. E., Joseph, D. L., et al. (2016). Saving lives: A meta-analysis of team training in healthcare. Journal of Applied Psychology, 101(9), 1266-1304. 10.1037/apl0000120
  10. Weaver, S. J., Dy, S. M., & Rosen, M. A. (2014). Team-training in healthcare: A narrative synthesis of the literature. BMJ Quality & Safety, 23(5), 359-372. 10.1136/bmjqs-2013-001848
  11. Neily, J., Mills, P. D., Young-Xu, Y., et al. (2010). Association between implementation of a medical team training program and surgical mortality. JAMA, 304(15), 1693-1700. 10.1001/jama.2010.1506
  12. King, H. B., Battles, J., Baker, D. P., et al. (2008). TeamSTEPPS: Team Strategies and Tools to Enhance Performance and Patient Safety. In K. Henriksen et al. (dir.), Advances in Patient Safety: New Directions and Alternative Approaches, vol. 3 : Performance and Tools. Agency for Healthcare Research and Quality (rapport). www.ncbi.nlm.nih.gov/books/NBK43686/

Before you book

How is a Corporate Solutions experience different from team building?

It starts from a business objective, not an activity: onboarding new hires, preventing a risk, bringing your commitments to life. It is staged for your company, with your content, your figures and your brand. Your teams play in person, on their phones, while a big screen tells the story and a facilitator runs the room. And it is followed up: the session report, then the D+7 and D+30 reminders in your client area.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Prepare for emergencies” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo