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Non-technical skills training in healthcare frequently uses high-fidelity simulation followed by a facilitated discussion known as debriefing. This type of training is mandatory for anaesthesia training in Australia and New Zealand. Debriefing by a skilled facilitator is thought to be essential for new learning through feedback and reflective processes. Key elements of effective debriefing need to be clearly identified to ensure that the training is evidence-based. We undertook a systematic review of empirical studies where elements of debriefing have been systematically manipulated during non-technical skills training. Eight publications met the inclusion criteria, but seven of these were of limited generalisability. The only study that was generalisable found that debriefing by novice instructors using a script improved team leader performance in paediatric resuscitation. The remaining seven publications were limited by the small number of debriefers included in each study and these reports were thus analogous to case reports. Generally, performance improved after debriefing by a skilled facilitator. However, the debriefer provided no specific advantage over other post-experience educational interventions. Acknowledging their limitations, these studies found that performance improved after self-led debrief, no debrief (with experienced practitioners), standardised multimedia debrief or after reviewing a DVD of the participants' own eye-tracking. There was no added performance improvement when review of a video recording was added to facilitator-led debriefing. One study reported no performance improvement after debriefing. Without empirical evidence that is specific to the healthcare domain, theories of learning from education and psychology should continue to inform practices and teaching for effective debriefing.

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PurposePositively engaging parents who have concerns about their children's schooling is a key part of effective educational leadership. The purpose of this paper is to use empirical research on complaint interactions and interpersonal effectiveness to develop and trial an assessment of principals' interpersonal effectiveness in challenging conversations with parents. The paper presents descriptive data about principals' level of skill in one such type of conversation.Design/methodology/approachA complaint scenario was written and an actor trained to play the role of the parent during a videotaped conversation with each of 30 newly appointed principals. The tapes were transcribed and assessed on six dimensions of interpersonal effectiveness. A code book was written which included definitions of each dimension, a five‐step progression on each dimension, coding rules and examples. The actor also provided ratings of the effectiveness of each principal.FindingsThe findings indicated that the principals were, on average, more skilled in advocating their own position than in deeply inquiring into and checking their understanding of the views of the parent. Many had difficulty respectfully challenging the parent's assumptions about the situation and reaching a shared understanding of what to do next.Originality/valueThe paper provides rarely obtained behavioural data about the interpersonal skills of school leaders and provides a strongly grounded theoretical framework for analysing these skills. Detailed suggestions are made about how further research can contribute to both the evaluation and development of the interpersonal skills required to achieve positive outcomes from challenging conversations.

Purpose The notion of vulnerability underlies relationships of trust. Trust between leaders and staff is needed to solve concerns that hinder equity and excellence in teaching and learning. The purpose of this paper is to examine whether and how leaders show vulnerability by disclosing own possible contributions to concerns they try to resolve. Design/methodology/approach Data included transcripts of conversations held by 27 educational leaders about a concern with another staff and a questionnaire about the nature, causes and history of the concern. Questionnaire analysis identified if and how leaders described their own possible contribution prior to the conversation. Transcript analysis identified instances of leaders’ contribution disclosure. Findings Results indicate that while two-thirds of leaders identified an own contribution, when prompted prior to the conversation, one-third saw no own contribution. Leaders indicated contributing by not acting on the concern, by acting in ways inappropriate or insufficient to resolve the concern, or by not clearly communicating their concern in the past. Eight of the 27 leaders publicly disclosed their contribution in the actual conversation. In some conversations this disclosure prompted reciprocal disclosure of information about the concern and its causes by the other person, aiding a more effective concern resolution. Originality/value Through examining leaders’ interpersonal behavior in difficult conversations, the importance of leaders’ acknowledgments of own mistakes and communication of their own vulnerability is highlighted. A positive view of vulnerability is argued for, epistemic vulnerability, which manifests itself in the willingness to be honest and open to learning by accepting one’s own fallibility.

Purpose: Principals commonly struggle to have effective conversations about staff performance issues, tending to tolerate, protect, and work around such issues rather than effectively addressing them. This article evaluates principals’ effectiveness in having “difficult” conversations with parents and with teachers. Research Methodology: This article reports a partial replication of a previous study in which the theoretical framework of Argyris and Schön was used to analyze the interpersonal effectiveness of newly appointed principals in a conversation with a parent. In this study, the results of these same 27 principals are compared with those gained in a second difficult conversation, this time with a teacher. The conversations were standardized by limiting each to 7 minutes and using the same actor to play the part of the parent complainant and teacher. Findings: Overall, principals demonstrated consistently low to moderate levels of skill across the two conversations. Typically, principals were more skilled in advocating their own position than in deeply inquiring into and checking their understanding of the views of the parent or teacher. Implications: Leaders need the confidence and skills to engage in productive and respectful conversations about the quality of teaching and learning to be effective instructional leaders. Consistent low to moderate capabilities demonstrated in these conversations suggest that educational improvement demands targeted professional learning for leaders. This research contributes to a research and development agenda by identifying the patterns of reasoning and action that constrain and facilitate more effective interpersonal capabilities.

Efforts to improve education occur in complex landscapes, where policy, research, history, experiences, and communities shape practice in ways that have both intended and unintended outcomes. These landscapes change over time; however, there appear to be several core challenges that persist and which likely influence why it is difficult for policy to improve education in intended, effective and sustainable ways. Drawing on New Zealand and international research, this position paper identifies some of these key challenges and explores possible leverage points to navigate these. These include developing adaptive expertise, engaging key stakeholders in decision making, and developing a learning culture.

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