TABLE 3.

Example of a problematic teamwork situation in clinical debriefings.

Situation	Potential teamwork process problems	Required teamwork process insights
After the management of an unexpected cardiac arrest during surgery, most team members come together for a debriefing. While the participating attending physicians engage in a heated discussion about who was right and who caused the cardiac arrest, the residents and nurses are rather quiet. After a few minutes, the most senior attending physician shares his thoughts on why everybody did what they did and concludes the debriefing, advising the team at large that the mistake simply must not happen again.	Team members may experience fear, anxiety, and embarrassment when making and discussing potential mistakes and engage in face-saving actions such as withdrawal, reluctance to ask for help and disclose errors, and obscuring critique (Schein, 1993; Edmondson, 1999; Rudolph et al., 2013).	Identification of team adaptation mechanisms for creating and maintaining psychologically safe learning moments for clinical debriefings.
	Lack of debriefing rules (Allen et al., 2015; Kolbe et al., 2015), psychological safety and voice (Rudolph et al., 2014).	Understanding of required debriefing rules.
	Risk of shallow or short-sighted argumentation, single rather than double-loop learning, and low levels of reflection and limited effectiveness of feedback (Argyris, 2002; Homayounfar et al., 2015; Kihlgren et al., 2015; Hughes et al., 2016; Boos and Sommer, 2018).	Identification of characteristic modes of argumentation in debriefings depending on status, context, authority gradient and potential turning points and use of structural instabilities in communication.