Critical Thinking in ACLS
Critical Thinking in ACLS
The Team Leader and Critical Thinking
Diagnosing the underlying condition causing cardiac arrest requires critical thinking on the part of the ACLS provider. It is vital to consider the patient’s medical history, current condition, and responses to treatment as ACLS management progresses. The team leader and other knowledgeable ACLS providers use their experience and knowledge to determine the appropriate course of treatment. In this way, the team leader maintains a clear view of the larger picture rather than using rote memorization of the ACLS skills.
The leader must use the available resources, such as assessment tools, laboratory studies, input from team members, and the patient’s response to treatment. A vital aspect of this thorough assessment is input from team members as ACLS is best in a team environment. If possible, one team member (often the scribe) may be assigned to review an appropriate checklist to ensure no steps are missed. This role allows an objective evaluation of the ACLS event. It allows more space for critical thinking and creative solutions to the management of an unusual patient.
Key Takeaway
Debriefing following a resuscitation effort helps to improve care:
Hot debriefings occur immediately after the resuscitation when details are fresh.
Cold debriefings occur later and allow team members to prepare comprehensive reports of the incident.
Another vital aspect of critical thinking is a postresuscitation debriefing that allows all members to critique and evaluate the team’s performance and brainstorm methods for improvement in the future. Debriefing can occur immediately or, if patient care requirements do not allow for this, in a delayed time frame when all team members are available. Debriefing is key for ensuring a culture of emphasizing quality improvement.