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SBAR Tool: Situation-Background-Assessment-Recommendation

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Institute for Healthcare Improvement
Cambridge, Massachusetts, U.s.a.

The SBAR (Situation-Groundwork-Assessment-Recommendation) technique provides a framework for advice between members of the health care team almost a patient's status.

South = Situation (a concise statement of the problem)
B = Background (pertinent and brief information related to the situation)
A = Cess (analysis and considerations of options — what you institute/think)
R = Recommendation (activity requested/recommended — what you desire)

SBAR is an like shooting fish in a barrel-to-remember, concrete mechanism useful for framing any chat, peculiarly critical ones, requiring a clinician's immediate attention and action. It allows for an easy and focused manner to set expectations for what will be communicated and how between members of the squad, which is essential for developing teamwork and fostering a civilisation of patient safety.

Background
Michael Leonard, Doc, Medico Leader for Patient Condom, along with colleagues Doug Bonacum and Suzanne Graham at Kaiser Permanente of Colorado (Evergreen, Colorado, USA) developed this technique. The SBAR technique has been implemented widely at health systems such equally Kaiser Permanente.

Download SBAR Tool button

Directions
This tool has two components:

SBAR Guidelines ("Guidelines for Communicating with Physicians Using the SBAR Process"): Explains in detail how to implement the SBAR technique
SBAR Worksheet ("SBAR written report to md about a critical situation"): A worksheet/script that a provider can use to organize information in preparation for communicating with a doctor about a critically ill patient

Both the worksheet and the guidelines use the doc squad member as the example; however, they tin be adapted for utilize with all other health professionals.

Related Literature

Spath PL (ed). Error Reduction in Health Care: A Systems Arroyo to Improving Patient Rubber. San Francisco, California, Us: Jossey-Bass; 2000.
Wiener EL, Kanki BG, Helmreich RL. Cockpit Resources Management. San Diego, California, United states of america: Harcourt Brace; 1993.
Cook RI, Woods DD. Adapting to new engineering in the operating room. Man Factors. 1996;38(4):593-613.
de Leval MR. Human factors and surgical outcomes: A Cartesian dream. Lancet. 1997;349(9053):723-725.
de Leval MR, Carthey J, Wright DJ, Farewell VT, Reason JT. Man factors and cardiac surgery: A multicenter study. Journal of Thoracic and Cardiovascular Surgery. 2000;119(iv Pt one):661-672.
Frank JR, Langer B. Collaboration, advice, management, and advancement: Instruction surgeons new skills through the CanMEDS Project. World Periodical of Surgery. 2003;27(8):972-978.
Helmreich RL, Merritt AC. Culture at Work in Aviation and Medicine: National, Organizational and Professional person Influences. Aldershot, Great Uk: Ashgate, 2001.
Helmreich RL. On error direction: Lessons from aviation. British Medical Journal. 2000;320(7237):781-785.
Kosnik LK. The new epitome of coiffure resources management: Just what is needed to re-engage the stalled collaborative movement? Joint Commission Journal on Quality Improvement. 2002;28(5):235-241.
Sherwood K, Thomas Eastward, Bennett DS, Lewis P. A teamwork model to promote patient safety in disquisitional intendance. Critical Care Nursing Clinics of North America. 2002;14(iv):333-340.
Young GJ, Charns MP, Daley J, Forbes MG, Henderson W, Khuri SF. Best practices for managing surgical services: The part of coordination. Health Intendance Direction Review. 1997;22(iv):72-81.