Anne van Dalen

2 Development of a model for video-assisted postoperative team debriefing I 61 RESULTS Evaluation of the debrief methods described in the current literature The literature search yielded 176 citations from the PubMed database, 173 from the Cochrane Library, and seven from the Embase database. After removing the duplicates (n = 12), 354 citations remained. A total of 106 abstracts were excluded with the main reason being irrelevant to the search. Full text screening of 248 articles was performed and of those 134 were excluded with the main reason of not describing the specific debriefing method (n = 129). After screening the full text of the remaining articles, 114 were included in this study, of which 30 studies described the Critical Incident Stress Debriefing method, mainly used for patients with a posttraumatic stress disorder. Furthermore, about 15 studies described the advocacy-inquiry and good-judgment method, six studies used experiential learning cycle of Kolb, and four studies described the GAS (Gather-Analyze-Summarize) model. For the complete flowchart of the literature search see the Appendix. The identified debriefing methods were described across different health care settings, such as after resuscitation or other critical incidents (e.g., posttraumatic stress), on site (“hot debriefing”; e.g., during the operative sign out), or later after the event or actions (“cold debriefing”). Additional methods such as video-assisted debriefings (VADs), guidance of an instructor, an individual leader or within-team leader, and use of a checklist (e.g., crew resource management checklist or objective structured assessment of debriefing) were described as well. 1,26,27,28,29,30,31,32,33,34 Yet, most studies (129 of 134 excluded full text articles) neither described nor followed a structured debriefing approach. Evaluation of the requirements for postoperative video-assisted team debriefing The OR team needs a structured debrief model, minimizing resource, effort, and motivational constraints. 15,16,17 Lederman 35 has identified structural elements of effective debriefing, which include the facilitator, or referred to as “debriefer” and the participants, the experience, the impact of the experience, recollection of the experience, mechanisms for reporting on the experience, and time to process. The essential elements of an