Cultural Transformation After Implementation of Crew Resource Management: Is It Really Possible?

Jennifer L. Hefner, Brian Hilligoss, Amy Knupp, Judy Bournique, John Sullivan, Eric Adkins, Susan D. Moffatt-Bruce

Research output: Contribution to journalArticlepeer-review

22 Scopus citations


Crew resource management (CRM) has the potential to improve safety culture and reduce patient safety errors across different hospitals and inherent cultures, but hospital-wide implementations have not been studied. The authors examined the impact of a systematic CRM implementation across 8 departments spanning 3 hospitals and 2 campuses. The Hospital Survey on Patient Safety Culture (HSOPS) was administered electronically to all employees before CRM implementation and about 2 years after; changes in percent positive composite scores were compared in pre-post analyses. Across all respondents, there was a statistically significant increase in composite score for 10 of the 12 HSOPS dimensions (P <.05). These significant results persisted across the 8 departments studied and among both practitioners and staff. Consideration of score changes across dimensions reveals that the teamwork and communication dimensions of patient safety culture may be more highly influenced by CRM training than supervisor and management dimensions.

Original languageEnglish (US)
Pages (from-to)384-390
Number of pages7
JournalAmerican Journal of Medical Quality
Issue number4
StatePublished - Jul 1 2017


  • crew resource management
  • organizational change
  • patient safety culture
  • quality improvement
  • teamwork

ASJC Scopus subject areas

  • Health Policy


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