Table 2. Issues discussed in feedback conversations that are not specifically contained in NOTSSdk. The quotations are shown for the elements in which they were mentioned in the conversations.

Category	Element	Quotation	Paraphrase	Comments
Situation awareness	Gathering information	“I think it was nice that you knew the operative list the day before yesterday, and had considered which operations you would like to perform and where you have gotten to in your training.” S*1, C†1	Knowing the operative list and knowing what one wants to do.	This takes place before arrival in the OR.
		“And reading the patient chart before saying goodnight to the patient, so that you know what you are dealing with and take responsibility for. Not everyone necessarily does that… Sometimes things are a bit hasty.” S*1, C†8	Taking responsibility for having gathered sufficient information.	The responsibility part is not specifically mentioned in NOTSSdk.
	Understanding  information
	Predicting and thinking ahead	“And you cannot assume that others have read the operative indication.” S*1, C†1	Must not assume that others have read the medical record.	This is potentially not observable.
	Monitoring own performance	“I think you are a bit hard on yourself. Not that you shouldn’t be a perfectionist as a surgeon – of course you should. But I don’t see the reason for saying ‘oh this was not good.” S*1, C†1	Appearing  too self-critical – should be balanced with self-praise	Not specifically mentioned. NOTSSdk has a focus on not being too self-confident
Decision making	Considering options	“I think that you are good at mentally adjusting smoothly. You show this several times when things don’t look as they usually do and things were a bit challenging.” S*1, C†1	Smoothly adjusting to new situations.	Implicitly overlapping with situation awareness, but not specifically mentioned in NOTSSdk.
		“The patient was also involved in deciding his positioning on the operating table. You complied with that and I think that was also good.” S*6, C†6	Taking the patient’s wishes into consideration.	The patient is not part of the team in NOTSSdk.
	Selecting and communicating decisions	“I think you could have made the decision, but it ends up being me that makes the decision.” S*1, C†1	Letting the supervisor make the decisions.	The issue with supervised operations is not contained in NOTSSdk.
	Implementing and assessing decisions	“Obviously, when I cannot hear your decision, then it is difficult to judge when you implement it and when you re-asses it.” S*2, C†2	Unclear implementation and re-assessment of decisions.	Not specifically mentioned, but obviously problematic.
Communication and teamwork	Exchanging information	“And you informed the patient so that he was extremely calm.” S*6, C†6	Thoroughly informing the patient.	The patient is not part of the team in NOTSSdk.
		“But you were more modest in your statements and that was probably the way it should be.” S*6, C†6	Speaking politely and modestly.	NOTSSdk uses slightly less value-laden terms, but it could be included.
	Establishing a shared understanding	“You manage to say in a good way that you haven’t sewed intracutaneously that often, so it is probably going to take a while […] That this is something you want to learn and that it is important. This is about establishing a shared understanding, right? That you make us want to teach you to sew intracutaneously.” S*1, C†1	Creating acceptance of the learning position and making others want to teach you.	The learning aspect is mentioned in “leadership” but not from the trainee’s angle.
		“I also think that you do not need to be oppositional and set limits if you are proficient. You need that if you are not skilled.” S*1, C†1	Not having to assert oneself.	Used more subtly than the explicit poor examples of losing temper in NOTSSdk.
	Coordinating activities
Leadership	Setting and maintaining standards	“I think that you very explicit. You are really good, because you are explicit and communicate clearly and people relate to you. That is extremely nice, because you don’t come creeping in.” S*5, C†5	Appearing prominent and looking people in the eyes.	Not  mentioned specifically, but could potentially help build confidence in the leader.
	Supporting others	“Or with the nurse anaesthetists: talk to them so they can see that you are in charge. That is what I mean by leading; it is very, very important that you support others” S*2, C†2	Communicating so that the team can feel confident in the leader.	Not  mentioned specifically.
	Coping with pressure

* Supervisor; † Conversation