Abstract
Forward surgical teams must perform an extremely complex task (i.e., manage critically injured soldiers) under extreme time pressure, noise, and other stressors while managing some of the most high stakes for decision and action outcomes imaginable—human life. This paper explores the role of shared cognition in the performance of forward surgical teams and draws connections to specific learning strategies that can be used to foster shared cognition and ultimately safety and effectiveness. Additionally, principles for each of the learning strategies are provided.
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