D E C E M B E R 2 0 1 9 • O U T PA T I E N T S U R G E R Y. N E T • 3 1
for a debrief, during which the discussion centers on the
improvement goals they had set before the procedure.
"Surgeons often find it reassuring to have someone they trust
tell them they're doing a great job or provide tips on how to make
their performance even better than their current practices," says
Dr. Pradarelli. — Daniel Cook
could plateau after they've been operating independently for a num-
ber of years," says Jason Pradarelli, MD, a general surgery resident at
Brigham and Women's Hospital in Boston, Mass., who advocates for
peer or expert surgeons to coach colleagues on how to improve their
surgical techniques or professionalism. "But it's rare for experienced
surgeons to invite another surgeon into the OR to observe them oper-
ating and provide feedback about their performances."
Coaching — across all types of careers — is being viewed as a more
appealing and acceptable form of professional development. There's
still cultural resistance to the idea in surgery, however, partly because
some surgeons cling to the antiquated belief that they're infallible
leaders of the OR. Others might simply believe they don't need to
improve upon already successful careers.
All surgeons, regardless of their skill level and experience, can bene-
fit from listening to constructive criticism from trusted outside
observers. "Even top-performing surgeons stand a chance to get bet-
ter throughout a really long career by having a coach," says Dr.
Pradarelli.
The best surgeon coaching programs are:
• Learning opportunities. Coaching interactions are non-punitive
teaching moments for surgeons of all areas of expertise. Access to a
coach should be offered in a non-threatening way that doesn't single
out low performers. Surgeons must be able to view coaching as a way
