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Debriefing

Debriefing is a structured, reflective process conducted after an event, mission, or experience to review actions, extract insights, facilitate learning, and mitigate potential psychological impacts, commonly applied in military, psychological, medical, business, and organizational contexts.^[1]^[2]^[3] In military and intelligence operations, debriefing originated during World War II as a method to systematically question personnel post-mission to gather human intelligence (HUMINT) and inform future strategies, evolving into a formal NATO-defined practice of "the formal and systematic questioning of consenting individuals by trained HUMINT personnel to gather information of intelligence value."^[1] This approach emphasizes factual recounting, emotional processing, and lesson identification to enhance operational effectiveness and team performance.^[4] In psychological research, debriefing serves an ethical function by providing participants with a prompt explanation of the study's purpose, methods, and any deceptions used, allowing them to correct misconceptions and withdraw data if desired, as mandated by the American Psychological Association's Ethical Principles.^[5] Separately, in trauma response, psychological debriefing—such as Critical Incident Stress Debriefing (CISD)—involves group or individual sessions shortly after a traumatic event to normalize reactions and prevent post-traumatic stress disorder (PTSD), though systematic reviews indicate it does not reduce PTSD risk and may even increase it in some cases.^[6]^[7] Within medical and simulation-based training, debriefing is a directed conversation following clinical events or simulations to promote knowledge acquisition, skill refinement, and patient safety analysis, often structured in phases like reaction, analysis, and application using models such as PEARLS or Plus-Delta.^[3]^[8] Evidence from meta-analyses shows it improves team performance by up to 25% in high-stakes environments like healthcare and aviation.^[2] In business and organizational settings, debriefing functions as a team meeting to interpret collaborative experiences, foster sensemaking, and drive continuous improvement, with techniques like after-action reviews applied in simulations to connect experiential learning to broader objectives through phases of reflection, personalization, and generalization.^[2]^[9] Across all domains, effective debriefing relies on psychological safety, trained facilitators, and tailored methods to maximize outcomes while avoiding potential harms.^[2]^[3]

Fundamentals

Definition and Principles

Debriefing is defined as a structured, post-event process involving facilitated discussion among participants to review actions, outcomes, and experiences, enabling reflection on what occurred, why it happened, and how to improve future performance or achieve emotional closure.^[8] This differs from a briefing, which provides pre-event information and instructions to prepare participants, and from feedback, which typically involves one-way delivery of performance observations rather than bidirectional reflection.^[10]^[3] Fundamental principles of debriefing include objectivity, by emphasizing facts and decisions without assigning blame to foster constructive dialogue; confidentiality, to create a psychologically safe environment where participants feel secure in sharing openly; timeliness, with sessions ideally conducted soon after the event to capture fresh insights while allowing for immediate emotional processing; and facilitator neutrality, where the leader maintains an impartial role using open-ended questions to guide reflection rather than direct or judge.^[3] These principles, which evolved notably in military contexts to enhance operational review and support personnel resilience, ensure debriefings promote learning and well-being across various settings.^[8]^[1] A typical debriefing session follows a basic three-phase structure: description, where participants recount events and express initial reactions to establish a shared factual baseline; analysis, involving exploration of underlying reasons, decision-making processes, and potential improvements; and application, focusing on summarizing key lessons and actionable plans for future application.^[3]^[8] This phased approach supports systematic reflection while adapting to the group's needs.^[3]

Historical Development

Debriefing formalized in the 20th century within military contexts, particularly during World War I and II, when U.S. and Allied forces implemented after-action reviews (AARs) to analyze operations and improve performance. A key figure was S.L.A. Marshall, whose group interviews with combat participants during World War II provided foundational techniques for documenting events and extracting lessons learned.^[11] In aviation, post-mission debriefs emerged in the 1940s, with U.S. Army Air Forces pilots routinely questioned by officers to recount mission details, enemy encounters, and equipment performance immediately after flights.^[12] Post-World War II, debriefing expanded into psychology, influenced by earlier research such as Kurt Lewin's work on group dynamics, which emphasized how group interactions shape individual behavior and learning, laying the groundwork for structured reflective processes in therapeutic settings.^[13] This psychological adoption further evolved in the 1970s through crisis intervention models applied to disasters, such as the 1977 Beverly Hills Supper Club fire in Kentucky, which killed 165 people and prompted early psychiatric responses including group therapies and impairment assessments to aid survivor recovery.^[14]^[15] By the 1990s, debriefing achieved modern standardization through integration into international military frameworks, including NATO's guidelines for operational after-action reviews and debriefings in collective training exercises, which emphasized systematic assessment to enhance alliance-wide interoperability and lessons learned.

Types

Military and Operational

In military and operational contexts, debriefing primarily serves as an immediate after-action review (AAR) mechanism to identify tactical errors, enhance unit cohesion through shared analysis, and prevent future casualties by reinforcing lessons learned and adjusting procedures.^[16] These reviews emphasize collective performance rather than individual blame, fostering a culture of continuous improvement in high-stakes environments like combat training centers.^[17] For instance, the U.S. Army formalized AARs in the 1980s through doctrinal publications such as Field Manual 25-4 (1984) and Training Circular 25-20 (1993), integrating them into simulations at facilities like the National Training Center, where they contributed to operational successes during the 1991 Gulf War by refining unit tactics and reducing vulnerabilities.^[16] In aviation, crew resource management (CRM) debriefs emerged following the 1977 Tenerife airport disaster, which killed 583 people due to communication breakdowns, prompting structured post-flight reviews to optimize team coordination and decision-making.^[18] Protocols for these debriefs often follow structured formats, such as the "What happened? Why? What next?" model, which reconstructs events, analyzes causal factors using measures of performance and effectiveness, and outlines adaptive actions for future operations.^[19] This approach, embedded in joint military doctrine, supports commanders in evaluating progress against objectives and reallocating resources, as seen in NATO-aligned exercises where it facilitates rapid tactical adjustments.^[20] Variations include "hot washes," informal immediate discussions to capture initial insights right after an event, contrasting with formal debriefs that involve detailed documentation and multi-agency input for deeper analysis.^[21] In intelligence gathering, formal debriefs entail systematic questioning by trained personnel to extract high-value information from sources, while informal variants rely on ad-hoc interactions for quicker but less structured yields.^[22] Outcomes from these practices demonstrate measurable performance gains, with AARs in military simulations improving unit readiness and knowledge retention through targeted feedback.^[17] In aviation, CRM debriefs have correlated with significant safety enhancements, including up to a 54% reduction in accident rates among operators implementing related decision-making training protocols.^[23] Overall, these debriefs prioritize operational efficiency, enabling forces to mitigate risks in dynamic scenarios like emergency responses.

Psychological and Therapeutic

Psychological debriefing in therapeutic contexts serves as a structured intervention to support individuals processing acute emotional distress following traumatic events, emphasizing emotional ventilation and cognitive reframing to foster recovery. One core application is single-session psychological debriefing for acute stress, exemplified by the Critical Incident Stress Debriefing (CISD) model developed by Jeffrey Mitchell in 1983. This group-based approach, designed for emergency responders and others exposed to severe traumas, involves a 1-3 hour session to mitigate immediate psychological impacts and accelerate normalization of reactions.^[24] The therapeutic goals of CISD include normalization of reactions by equalizing group information and validating common responses to trauma, ventilation of emotions through facilitated expression in a supportive peer-driven environment, and prediction of stress responses via education on expected recovery trajectories. These elements aim to prevent the onset of post-traumatic stress disorder (PTSD) by reducing acute distress and identifying individuals needing further intervention, rather than serving as standalone psychotherapy.^[24]^[24] However, systematic reviews, including a Cochrane analysis, have found that CISD does not reduce PTSD incidence and may increase symptoms in some participants at follow-up, leading to debates on its routine use.^[6] In research settings, psychological debriefing is essential for ethical post-experiment discussions, particularly in studies involving deception or emotional strain. A seminal example is Stanley Milgram's obedience experiments in the 1960s, where participants believed they administered harmful electric shocks; immediate debriefing revealed the deception, assured them of their normalcy, and addressed potential misconceptions to minimize lasting harm. This practice became a cornerstone of research ethics, with follow-up communications confirming most participants viewed the experience positively without long-term distress.^[25]^[25] Evidence-based variants of debriefing integrate into broader trauma therapies, such as Prolonged Exposure Therapy (PE) for PTSD survivors, developed by Edna Foa and colleagues. PE protocols include imaginal exposure to trauma memories followed by therapist-guided processing sessions that function as debriefs, involving cognitive restructuring to challenge avoidance behaviors and reframe distorted beliefs about the event. Typically spanning 8-15 sessions, these debrief elements help patients learn that trauma cues are not dangerous, reducing PTSD symptoms through repeated, controlled emotional processing.^[26]^[26] Ethical considerations in psychological and therapeutic debriefing prioritize informed consent and harm avoidance, as outlined in the American Psychological Association (APA) Ethics Code revisions from the 1990s onward. Researchers must obtain voluntary consent detailing procedures and risks before participation, with full debriefing afterward to explain deceptions and rectify any induced distress. Guidelines emphasize steps to prevent re-traumatization, such as pacing discussions to avoid overwhelming participants and providing referrals for ongoing support if needed.^[5]^[5]^[5]

Educational and Experiential

In educational settings, debriefing serves as a critical post-experience reflection process in simulations and training exercises, particularly in medical education through models like TeamSTEPPS, introduced in 2006 by the Agency for Healthcare Research and Quality to enhance teamwork and communication skills via structured post-simulation reviews.^[27] Similarly, in adventure education, programs such as Outward Bound, established in the 1940s, incorporate debriefing to process wilderness challenges and foster personal growth through guided discussions following experiential activities.^[28] These contexts draw from early influences in military training evolutions, adapting debriefing to emphasize learning transfer in non-combat educational environments. The primary goals of educational debriefing involve bridging theoretical knowledge to practical application via reflective dialogue, aligning closely with Kolb's experiential learning cycle, which progresses through concrete experience, reflective observation, abstract conceptualization, and active experimentation to transform experiences into lasting insights.^[29] This cycle ensures participants not only recount events but also analyze them to develop metacognitive skills, enabling better skill retention and application in real-world scenarios.^[30] Techniques in educational debriefing often rely on facilitated discussions led by instructors, employing open-ended prompts such as "What surprised you?" to encourage honest reflection and uncover hidden assumptions without judgment.^[31] These sessions promote metacognition by prompting learners to evaluate their decisions, emotions, and outcomes, typically lasting 10-30 minutes to maintain focus and depth. Representative examples include debriefs in medical simulations, such as neonatal resuscitation training, where structured post-session reviews have demonstrated improved nontechnical skills, with one randomized trial showing debriefing groups scoring 13.25 versus 9 for controls in initial assessments and higher self-efficacy at the subsequent session.^[32] In business schools, role-playing scenarios followed by debriefing yield substantial knowledge gains, with studies indicating enhanced learning across 16 key skills when participants perceive the process as valuable, though effectiveness hinges on instructor facilitation.^[33] Adaptations for diverse learners incorporate virtual reality (VR) debriefs in e-learning, allowing immersive replays of simulations that support individualized reflection and may reduce reported cognitive load, as shown in a comparative study on a system designed for individuals with intellectual disabilities (though evaluated on non-disabled participants), where immersive methods reported lower mental effort compared to traditional approaches but without statistical significance.^[34] This flexibility ensures equitable access, enabling tailored prompts and visualizations to address cultural or cognitive differences in processing experiences.

Organizational and Professional

In organizational and professional contexts, debriefing serves as a structured process for teams in business, healthcare, and other collaborative fields to reflect on recent activities, identify lessons learned, and implement improvements to enhance performance and safety. This practice emphasizes collective analysis over individual accountability, drawing on principles of open communication and neutrality to foster continuous improvement. Unlike ad-hoc discussions, professional debriefings are typically scheduled and facilitated to ensure psychological safety and actionable outcomes. A key application of debriefing occurs in agile methodologies, particularly through project retrospectives such as Scrum sprint reviews, which emerged in the 1990s as part of the Scrum framework developed by Ken Schwaber and Jeff Sutherland. These sessions, held at the end of each sprint cycle, allow development teams to examine what occurred during the iteration, discuss impediments, and plan adjustments for future work. In healthcare, debriefing is integral to morbidity and mortality (M&M) conferences, where multidisciplinary teams review patient cases involving adverse outcomes to promote peer education and system-wide enhancements in care delivery. These conferences, a longstanding tradition in medical institutions, focus on analyzing clinical events to prevent recurrence rather than assigning blame. The primary objectives of organizational debriefings include pinpointing operational inefficiencies, recognizing achievements to reinforce positive behaviors, and realigning team objectives to elevate morale and productivity. By systematically reviewing processes, teams can uncover bottlenecks—such as communication gaps in software projects or procedural lapses in clinical settings—and celebrate successes like meeting deadlines or improving patient outcomes, which collectively drive higher engagement and output. Surveys indicate that regular debriefing can yield 20% performance improvements in workplace teams, underscoring its role in boosting efficiency without exhaustive metrics. Common formats for these debriefings incorporate structured tools to guide discussions and ensure comprehensive coverage. The start-stop-continue framework, a simple retrospective exercise, prompts participants to identify actions to begin (start), halt (stop), and maintain (continue) based on recent experiences, making it accessible for agile teams and leadership reviews. For root-cause analysis in professional meetings, the fishbone diagram—also known as the Ishikawa diagram—visually categorizes potential causes of issues (e.g., methods, materials, or personnel) into branches stemming from a central problem "head," facilitating deeper problem-solving in contexts like M&M conferences. Notable case studies highlight debriefing's broader impact on safety cultures. NASA's post-mission debriefs, conducted immediately after shuttle landings or simulations, involve crew-led honest assessments that have influenced corporate practices by promoting a "just culture" where errors are learning opportunities rather than punishments, as seen in the agency's safety reforms following the Challenger and Columbia incidents. This approach has inspired industries like aviation and manufacturing to adopt similar protocols, leading to enhanced risk management. In tech firms, implementing debriefs has been linked to 15-20% productivity gains, as evidenced by meta-analyses showing teams that debrief outperform non-debriefing peers by up to 25% through better process refinement. To promote inclusivity, especially in distributed workforces, debriefings are increasingly adapted for remote teams using digital platforms that support synchronous interaction and asynchronous input. Tools like video conferencing software with breakout rooms or collaborative whiteboards enable virtual facilitation, allowing global participants to contribute equally while maintaining structure, as demonstrated in healthcare simulations shifted online during the COVID-19 pandemic. This adaptation ensures debriefings remain effective across time zones and hybrid setups, preserving their value in diverse professional environments.

Methods and Techniques

Core Processes

Debriefing sessions typically follow a structured format consisting of preparation, execution, and follow-up phases to ensure effective reflection and learning.^[8] In the preparation phase, facilitators establish ground rules, such as confidentiality and respect for all participants, to create a supportive atmosphere conducive to open dialogue.^[3] The execution phase unfolds in three core sub-phases: first, recounting events through a factual description of what occurred; second, exploring reactions by examining emotional and cognitive responses; and third, synthesizing lessons to identify key insights and improvements.^[8] Finally, the follow-up phase involves developing actionable plans, such as assigning responsibilities and scheduling check-ins, to translate reflections into practical changes.^[8] Effective facilitation relies on key skills to guide participants through the process. Active listening allows facilitators to validate contributions and build trust, while open-ended questioning—such as "What stood out to you during the event?"—encourages deeper exploration without leading responses.^[10] Managing group dynamics is essential, particularly in ensuring equitable participation by redirecting dominant voices and inviting quieter members to share, thereby fostering an inclusive environment.^[3] Best practices emphasize practical considerations for optimal outcomes. Sessions generally last 20-60 minutes to allow sufficient depth without causing fatigue, though this can vary based on complexity.^[35] Conducting debriefings in a safe, private space minimizes distractions and promotes psychological safety, enabling honest expression.^[36] Documentation, such as recording key points or decisions, supports accountability and serves as a reference for future sessions.^[8] Adaptations for group size maintain the core structure while addressing inclusivity. In one-on-one debriefs, the focus is on personalized reflection, allowing for intimate probing of individual experiences.^[3] Team debriefs, involving multiple participants, require strategies like round-robin sharing to ensure everyone contributes equally and avoid marginalization.^[3] Common tools enhance clarity during sessions. Timelines visually map event sequences to aid recollection, while flipcharts capture real-time notes on reactions and lessons, serving as shared references for the group.^[8]

Technological Aids

Technological aids in debriefing encompass a range of digital tools designed to enhance reflection, analysis, and learning by automating documentation, providing immersive replays, and integrating data analytics. Software applications for after-action reviews (AARs), such as collaborative platforms, facilitate structured post-event discussions through shared note-taking and performance analytics. For instance, tools inspired by organizational frameworks like Google's re:Work guides, introduced in 2015, support team effectiveness evaluations by enabling data collection on group dynamics and outcomes during debriefs.^[37] A systematic review highlights how such AAR software, often incorporating templates for what happened, why, and improvements, streamlines debriefing across sectors like business and training.^[38] Virtual reality (VR) and artificial intelligence (AI) further augment debriefing by offering interactive replays and automated insights. In military training since the 2010s, VR simulations allow participants to revisit post-exercise scenarios for debriefing, enhancing situational awareness without real-world risks; for example, immersive VR environments enable group discussions on decision-making during combat drills.^[39] AI tools, including sentiment analysis on video-recorded sessions, detect emotional tones and key themes to guide facilitators toward unbiased reflections. Pilot studies demonstrate AI-facilitated debriefing in simulations, particularly in healthcare education.^[40] Data-driven enhancements, such as wearables, provide objective physiological feedback to complement subjective accounts. Devices tracking heart rate variability and skin conductance can monitor stress responses in real-time, offering evidence-based insights into team dynamics. For remote debriefs, platforms like Zoom integrated with AI transcription generate accurate records that reduce facilitator bias by focusing on factual content rather than interpretations.^[41] In healthcare, adoption of debriefing software for error logging has streamlined incident reporting; tools like StatDebrief use AI to automate team summaries after patient events, capturing near-misses for systemic improvements.^[42] These aids promote scalability and objectivity, yet limitations persist, including access disparities exacerbated by the digital divide, where underserved groups lack reliable internet or devices, hindering equitable participation.^[43] Over-reliance on technology risks diminishing human empathy in sensitive discussions, potentially overlooking nuanced interpersonal insights essential to effective debriefing.^[44]

Evaluation

Efficacy Evidence

Meta-analyses of debriefing practices across various domains indicate an overall positive impact on performance and learning outcomes. A comprehensive review of 46 studies involving over 2,000 participants found that debriefing enhances performance by approximately 25%, with effect sizes of d = 0.67 for both team and individual settings.^[45] This improvement holds across simulated and real-world environments, as well as medical and nonmedical contexts, underscoring debriefing's broad applicability in fostering reflection and adaptation.^[2] In military and operational fields, debriefing has contributed to measurable safety gains. For instance, the implementation of crew resource management (CRM) training, which incorporates structured debriefing, led to a 40% reduction in pilot error-induced airline mishaps between 1983 and 2002.^[46] Similarly, after-action reviews in U.S. military operations since the 1970s have supported enhanced team effectiveness and decision-making under high-stress conditions.^[2] Psychological debriefing, such as critical incident stress debriefing (CISD), shows field-specific benefits in mitigating trauma symptoms, though results vary. Early 1990s trials among emergency services personnel reported reduced PTSD symptoms and faster recovery compared to non-debriefed groups.^[47] However, subsequent meta-analyses of single-session interventions post-trauma found limited overall efficacy in preventing PTSD, with effect sizes near zero for CISD specifically.^[48] In educational and experiential contexts, particularly simulation-based training, debriefing improves knowledge retention and skill application. Evaluations using Kirkpatrick's four-level model (reaction, learning, behavior, results) demonstrate positive shifts in clinical reasoning and critical thinking, with video-assisted debriefing yielding a standardized mean difference of 0.90 in nursing students' critical thinking skills.^[49] Debriefing for Meaningful Learning further enhances debriefing quality (SMD = 0.52), supporting better long-term learning outcomes in health care education.^[49] Organizational debriefing in high-reliability organizations promotes sustained behavioral changes, such as improved error reporting and decision-making. Implementation of debriefing as part of high-reliability principles has resulted in 55% to 100% reductions in serious safety events across health systems.^[50] These long-term impacts are evident in longitudinal studies tracking team adaptations post-debriefing.^[2] Efficacy is typically measured through pre- and post-assessments, longitudinal tracking of behavioral changes, and randomized controlled trials. For example, RCTs in simulation training compare debriefed groups against controls to quantify improvements in performance metrics, while aviation studies use accident rate data over decades to assess CRM's role.^[46]^[51] Despite these findings, research gaps persist, particularly in diverse populations. Studies on debriefing often assume cultural homogeneity, with limited exploration of how factors like power distance affect participation in multicultural settings, highlighting the need for inclusive trials across ethnic and socioeconomic groups.^[52]

Challenges and Limitations

One significant challenge in debriefing is the presence of psychological barriers that hinder open participation and reflection. Participants often resist engagement due to fear of blame or punishment for errors, leading to defensiveness, withdrawal, and reduced disclosure during sessions.^[53] Emotional exhaustion can exacerbate this, as individuals already strained by high-stress events may perceive debriefing as an additional threat, further diminishing their willingness to process experiences.^[53] Cultural stigma against vulnerability compounds these issues, particularly in high power distance contexts where norms of collectivism and uncertainty avoidance discourage admitting uncertainty or discussing non-technical skills, resulting in quieter and less interactive sessions.^[54] Logistical issues also impede effective debriefing across various settings. Time constraints frequently disrupt sessions, as participants may leave early due to pressing clinical or operational duties, causing debriefs to exceed intended durations and leading to disinterest or fragmented discussions.^[55] Facilitator shortages pose another barrier, with limited availability of trained personnel resulting in inconsistent quality and overburdened staff who struggle to provide timely support.^[55] Inconsistent participation arises from these factors, as reluctance to engage—often tied to fears of recorded errors or hierarchical pressures—leads to uneven involvement and incomplete team reflection.^[55] Research on debriefing, particularly in trauma contexts, reveals notable critiques regarding its efficacy. A 2002 Cochrane review of single-session psychological debriefing found no evidence that it prevents post-traumatic stress disorder (PTSD) following trauma, and some studies indicated it may even worsen outcomes by interfering with natural recovery processes.^[56] This has led to calls for discontinuing mandatory debriefing in high-risk scenarios, highlighting the need for more targeted approaches beyond universal application.^[56] Ethical dilemmas further complicate debriefing, especially in hierarchical environments where power imbalances suppress input. In healthcare teams, physicians' authority can pressure lower-status members, such as social workers, to conform during discussions, compromising ethical advocacy and leading to moral distress when professional roles conflict with rushed or coerced decisions.^[57] These dynamics reduce psychological safety, as subordinates may withhold concerns to avoid repercussions, perpetuating imbalances that undermine the debriefing's goal of equitable reflection.^[57] To mitigate these challenges, several strategies have been proposed and implemented. Training programs for facilitators emphasize simulation pedagogy and ongoing peer assessments to build skills in creating safe environments and managing group dynamics.^[58] Anonymous feedback options allow participants to share insights without fear of reprisal, enhancing continuous improvement while preserving confidentiality.^[58] Hybrid formats, such as tele-debriefing, address logistical barriers by accommodating remote participation and reducing time pressures in resource-limited settings.^[59]

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StatDebrief | Clinical Debriefing Technology
StatDebrief enhances incident reporting in healthcare with rapid, AI-powered, team debriefings after patient care events.
[47]
Disparities in Health Care and the Digital Divide - PMC
Jul 23, 2021 · Lack of access to technology occurs due to cost of technology, insufficient broadband access, worse access for the disabled, and the use of ...
[48]
[PDF] The Dangers of an Over-Reliance on Technology
Taylor explains, the “current over-reliance on technological capabilities limits leadership opportunities, promotes a divisive atmosphere and at times has ...
[49]
[PDF] Do Team and Individual Debriefs Enhance Performance? A Meta ...
It is also impor- tant to examine the extent to which observed debriefing efficacy may be a function of meth- odological factors. We offer research questions.
[50]
https://www.ncbi.nlm.nih.gov/books/NBK542883/
[51]
Critical incident stress management (Cism): A review of the literature
Some studies have shown that debriefed officers have reported less depression, anger, and fewer PTSD symptoms than their non-debriefed counterparts (Bohl, 1991; ...
[52]
Single session debriefing after psychological trauma: a meta-analysis
Despite conflicting research findings and uncertain efficacy, single session debriefing is standard clinical practice after traumatic events.
[53]
https://pmc.ncbi.nlm.nih.gov/articles/PMC8936758/
[54]
https://pmc.ncbi.nlm.nih.gov/articles/PMC8936728/
[55]
Evidence Brief: Implementation of High Reliability Organization ...
The most notable finding is that organizations experienced significant reductions in serious safety events (range, 55% to 100%) following the implementation of ...Executive Summary · Introduction · Results · Summary and Discussion
[56]
https://pubmed.ncbi.nlm.nih.gov/12076399/
[57]
Managing psychological safety in debriefings: a dynamic balancing act
This paper provides a review of evidence for the importance of psychological safety for debriefing conversations and, most importantly, recommendations for ...
[58]
Cultural considerations in debriefing: a systematic review of the ...
This systematic review explores cultural considerations in healthcare simulation debriefing. We sought to explore findings that could help debriefers create ...
[59]
Training and evaluating simulation debriefers in low-resource settings
Jan 8, 2020 · Mentors identified fear of making mistakes, time-constraints, and technical challenges as key challenges to successful debriefing. Previous ...
[60]
Psychological debriefing for preventing post traumatic stress ...
Reviewer's conclusions: There is no current evidence that psychological debriefing is a useful treatment for the prevention of post traumatic stress disorder ...
[61]
“The hierarchy is your constraint:” a qualitative investigation of social ...
This paper reports findings from a qualitative study on the triggers of hospital social workers' moral distress at a large southern US health system.
[62]
Post-simulation debriefing as a stepping stone to self-reflection and ...
Aug 13, 2024 · The authors suggest obtaining anonymous feedback from the learners and peers about the simulation session that can enhance the continuous ...<|separator|>
[63]
Exploring Debriefing Modalities in Healthcare Simulation: Self ...
This article examines four debriefing modalities—self-reflection, self-debriefing, facilitated debriefing, and tele-debriefing within the healthcare simulation ...