But in an average operating room there are at least a half dozen sets of eyes, all focussed on manufacturing the safest possible patient journey.
Operating theatre teams are, however, inherently unstable.
Not only are the members of the team different on any given day, but the people who comprise the team often flux by the hour.
To further distort team fluency, leadership transitions depending on who is in the room at the time.
So it should come as no surprise to anyone that we never get to practice as a ‘team’.
Instead, we leave team competencies to chance with the vague notion that everyone ‘simply knows what to do’.
But ‘knowing what to do’ relates to individual competency, which only vaguely correlates with group performance.
So whilst there is no ‘I’ in team, there is arguably the fact that there is also no ‘team’ in the strictest sense of the word, just the illusion of the construct of a ‘team’.
Hierarchy, ego, conflicting priorities, increasing complexity and production pressure further erode a tenuous collective of what is now no more than a ‘hastily thrown together gang of parallel players’.