I want 3 comments for :

1) Based on readings from the article, debriefing is very critical in enabling managerial decision. Organizations do not work in silos instead the flow of work is coordinated such that the outflow for a segment becomes the inflow for another segment. Similarly, information must be made to flow as well within the organization. Debriefing represents and give room for the flow of information across the organization. The article points out the two forms of debriefing as recurrent and one-off debriefing. While the recurrent debriefing is a norm within the organization, the one-off type of debriefing is put in place to address specific issues at hand. The recurrent debriefing happens at intervals within the organization and it is pre-planned. Employees are aware of it and have come to make it a culture within the organization. The non-recurrent the of debriefing is used in an emergency situation to address an issue of immediate importance.

Having describe debriefing and the forms it takes, debriefing should be done in order to achieve effective managerial decisions. Debriefing plays an important role in addressing the many issues arising within an organization. The essence of debriefing is for management to take corrective actions so that performance can conform with expectations. This is achieved because through debriefing organizations will be able to identify areas in which it is doing well and other areas that needs improvement can be quickly identified. This way organizations will continuously be able to measure performance and improve. In addition, debriefing presents a learning platform within the organization. Employee’s level of understanding and assimilation varies and debriefing can be used to educate others within the organizations whose level of understanding is not at par with others. Through debriefing, employees and management can learn from one another in an efficient manner.

Debriefing also presents an avenue for feedbacks. When management get feedbacks they will be able to ascertain what and where they need to improve.Undertaking debriefing presents an opportunity for employees to air their views on matter of interests to them and the organization. This opportunity could not have been available without debriefing. All in all, all the above identified benefits of debriefing aid managerial decisions. Management is better informed and is able to take the right course of action. This avoids waste of resources and management time. It also allow management to respond timely to issues of pressing interest.

2) Debriefing is a strategy used for learning and provides an opportunity for improvement and performance particularly amongst medical teams. The article explicitly states that lives are critically injured when teams don’t perform optimally. Which means that members of emergency teams like Maryland Shock Trauma unit is always working on improving processes, operational, and systematical changes to improve performance.

Teams which are optimal are the most effective produce in the best interest of patient’s safety as opposed to others who are not as trained or prepared. Debriefing is a process whereas, we can discuss individual and team level performance, as stated and determine where improvements can be made. The article states that debriefing is about encouragement, reflection upon, opportunities for, and specifically working on individual goals within the organizational setting. The author explains the what, why, and how we get to the results.

Although, each level within and organization should have a checklist particularly in terms of medical best practices. Briefings should be done to diagnose, interact, and develop strategies for successful future events by transferring this across teams as well as within teams to new members and situations where the same or similar circumstances are occurring.

Moreover, focusing on new critical performance issues within the team will make better use of the limited time available for members to feel comfortable about the feedback given. It’s important for team members to feel support and not be affected negatively through feedback. By providing feedback teams will learn how useful the feedback on the processes and learn to adjust their behaviors to work as an effective team.

By providing a pre-and post checklist medical teams can walk through the listing themselves without interfere from management this will help facilitate performance measures against protocols established by management and debriefing will encourage team leaders to be more attentive and flexible.

The authors stated that medical teams rely on appropriate teamwork behaviors, nothing different from a corporation where leadership rely on the skill set of each employee who brings a level of creditability to the organizations based upon skills. Team leaders should facilitators who are sufficient enough to lead and self-correct when necessary. Provide positive and negative examples of each to assure teams have workable solutions to each problem that is identified. Debriefing is a on-going process which can change overnight; however, with opportunities for communication it is important to narrow team processes to the few that are particularly crucial to consider for debriefing essential for the team success.

Finally, debriefing requires several character traits for leaders to effectively cause change in an organization particularly medical a supportive environment, team oriented approach to problems, feedback frequently to avoid unnecessary outcomes, and individual and team oriented feedback as a collective process when its difficult to determine one specific area for improvement will be welcomed openly as opposed to negatively.

3) The team performance and management are very important in the medical because they have to perform complex medical operations. It is important for the medical teams to be ready in performing those operations and it can be made possible with the help of debriefing procedures. The article highlights different practices that can be adopted in debriefing procedures that can be adopted to make sure that performance is enhanced in operations. The process of debriefing involves the discussion about the performance of individuals and the whole team. It is important so that individuals are evaluated on the basis of their performances and shortcomings are highlighted so they are improved in the next procedure.

The medical teams are usually involved in the process starting from pre-brief in which they are communicated before the performance about the importance of debriefing and the support from the hospital leaders, then a procedure is performed. There is another practice of debriefing for Team Debrief facilitator in which the sequence is changed starting from the performance, and later on, comes the process of debriefing. These procedures are mandatory for the doctors and medical teams as they will need it in every medical operation and feedback and performance can be used as an indicator if there is any betterment in the medical operations and team performance.

The article highlights the types of practices that can be utilized in increasing the performance of teams. It starts with the types of debriefs; recurring and critical. The recurring debriefs are mostly related to the recurring medical operations while the critical is to be practiced very often. However, the practices mentioned in this article are based on evidence and the results obtained from those practices. It puts emphasis on those practices are they are important and can help the medical teams to improve their performances in case of either recurring or critical medical operations

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