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Introduction.- What you need to know before you start.- Error in medicine: from fault to resource.- Classification of errors.- Working with error in simulation for patient safety.- The human factor: training non-technical skills with CRM.- Adult learning in simulation.- Experiential learning: the Kolb cycle.- Learning from the experience of others: mirror neurons.- Protected learning and psychological safety.- Training methods: from frontal lessons to simulation.- Elements of communication in simulation.- Debriefing.- Definition.- The Briefing.- Purpose of Debriefing.- The objectives of debriefing.- Debriefing participants.- When and where to debrief.- Quality of the Debriefer.- Co-Debriefing.- Debriefing Structure.- Communication methods used in debriefing.- Directed feedback and self-feedback.- Plus/Delta.- Post-Action Review.- Assessment-Survey.- Strategic Approach.- Debriefing with Large Groups.- Concluding remarks on debriefing methods.- Strategic Dialogue.- Principles of communication and strategic communication.- Knowing by changing.- The structure of the strategic dialogue.- Strategic debriefing: a corrective emotional experience.- Emotions and Simulation.- How to help learners deal with the emotions they felt during the scenario.- Descriptive Phase.- Analytical phase.- Application Phase.- Concluding remarks.- Psychotraps and their use in simulation.- The deception of expectations.- The Illusion of Ultimate Knowledge.- The Myth of Perfect Reasoning.- I feel it, therefore it is.- Consistency at Any Cost.- Overestimating/Underestimating.- Debriefing in Practice.- Briefing before the scenario.- What to do during the scenario.- Reacting phase.- In the basic debriefing.- In Advanced-Strategic debriefing.- How to Begin the Debriefing: Introducing the Method.- Descriptive Phase.- In Basic Debriefing.- In Advanced Strategic Debriefing.- The Analytical Phase.- In Basic Debriefing.- In Advanced Strategic Debriefing.- The Application Phase.- In Basic Debriefing.- In Advanced Strategic Debriefing.- The Difficult Debriefing.- How to Evaluate a Debriefing.- Appendix. Strategic Debriefing Examples.

Giorgio Capogna is specialist in Anesthesiology and Intensive Care and professor in Obstetric Anesthesiology.&nbsp;He is director and founder of EESOA, Maternal and Neonatal Simulation Centre in Rome. He received a Master in strategic communication at the Centre for Short Strategic Psychotherapy of Arezzo. He regularly carries out multidisciplinary research and scientific dissemination activities on anesthesia and training in simulation. He is a Springer author since 2015.<p>Pier Luigi Ingrassia is a&nbsp;Specialist in Anesthesia and Intensive Care, expert in Disaster Medicine and PhD on Disaster Education. Associate Professor in Sciences of the Health Professions and Applied Medical Technologies until 2020, he was founder and Scientific Director of the simulation center SIMNOVA of the Università del Piemonte Orientale. He currently coordinates and directs the Simulation Center (CeSi) of the Centro Professionale Sociosanitario in Lugano. Lectured in many international scientific congresses and author of 60 research articles books about simulation and debriefing. Current Secretary of the Society of Simulation in Europe (SESAM) and President of the Italian Society of Medical Simulation (SIMMED). Launched the simulation event SIMCUP^© and is co-founder and Editorial Director of SIMZINE^©.</p>

<p>Emanuele Capogna is simulation manager, researcher and debriefer at the Train-the-Trainer School EESOA, Centre for Maternal and Neonatal Simulation inf Rome. He received a master's degree in communication and strategic problem solving at the CTS of Arezzo directed by Prof. Giorgio Nardone. He obtained a specialization as Director of Simulation Centre at EuSim.</p>

<p>Michela Bernardini&nbsp;is occupational and organizational psychologist, psychotherapist, specialist in Health Psychology. She received a Master in strategic communication at the Centre for Short Strategic Psychotherapy of Arezzo and a Master in Health Management at the University of Siena. She is researcher and debriefer at the Interdepartmental Centre for Innovative Teaching and Simulation in Medicine of the University of Eastern Piedmont (SIMNOVA). She is a member&nbsp;of the Board of Directors of the Society for Simulation in Medicine (SIMMED).<br></p>

<p>Elisa Valteroni&nbsp;is psychologist and psychotherapist. She received a Master strategic communication at the Centre for Short Strategic Psychotherapy of Arezzo. She is researcher at the Strategic Therapy Centre, Arezzo. She is co-author of two books together Giorgio Nardone.<br></p><p>Giada Pietrabissa&nbsp;is a psychologist and psychotherapist specialized in Brief Strategic Therapy.&nbsp;Research fellow and Professor in Clinical Psychology at the Faculty of Psychology, Catholic University of Milan, Italy and&nbsp;Clinical psychologist and researcher at the Clinical Psychology Laboratory, IRCCS Istituto Auxologico Italiano, Milan, Italy.</p><p>Giorgio Nardone&nbsp;is psychologist and psychotherapist. In 1987 he founded with Paul Watzlawick the CTS Centre for Strategic Therapy, Arezzo. He is Director of the School of Specialization in Short Strategic Psychotherapy.&nbsp; For decades he has held conferences and specialized seminars and has presented his work in over 36 different countries. To date, he has carried out 30 research-intervention projects for the development of specific treatments for the most important forms of psychopathology and has published approx. 60 textbooks translated into more than 10 languages, which report the results of research conducted at the at the Institute of Arezzo which he directs.<br></p>

<br>This book provides an in-depth and complete guide explaining how to incorporate the strategic dialogue and strategic communication methods into the debriefing after the scenario, characteristics that make it unique. After examining all the aspects that allow a correct use of the simulation, such as knowledge of models, logical schemes, use of the different simulators, planning of the didactic activities and of learning process, this practical book aims to explore the advanced technique of the strategic debriefing. It encourages not only those who are approaching this new debriefing tool but also it provides a useful update to all those who are already more familiar with the standard debriefing after simulation technique.The strategic language, an effective tool in strategic psychotherapy and business problem solving, is ideal and complementary to the standard debriefing methods, making them more performing and functional because, next to common logic, it makes use of non-ordinary logical language.<p></p><p>The book is intended for healthcare simulation debriefers and instructors, for hospitals’ managers, university teachers and to all the physicians who are increasingly showing interest in active teaching processes with simulation.</p><br>

<p>Explains the technique of the strategic debriefing following simulation scenario</p><p>Represents an excellent teaching book for novice and expert debriefiers enabling them to practice in a guided way</p><p>Contains practical examples with facing text explanations</p>