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Communication is associated with a significant percentage of errors or omissions in secondary healthcare across specialities; it is also the core process in and through which medical teams manage tasks, establish a rhythm and relationship between themselves and the patient, all of which are critical components of clinical practice. Despite this, however, communication is framed in medical training and the literature in either narrow terms or in a broad and fuzzy way, and it is indicative of the issue that teamwork and team communication are perceived and treated separately. In this paper, we draw on completed and ongoing interdisciplinary work to show how teams interact through illustrative examples from a large project on the management of obstetric emergencies. We provide a brief overview of the limitations in current tools and approaches, and we show how research under disciplines that have a long tradition in the analysis of interaction, and particularly healthcare sociolinguistics, can be translated and make a solid contribution to medical research and training., Competing Interests: Declaration of competing interest The authors have no conflicts of interest., (Copyright © 2022. Published by Elsevier Ltd.)

Maternity claims represent the highest value and second highest number of clinical negligence claims reported to the NHS Litigation Authority (NHSLA). Most obstetric litigation is brought under the law of negligence which requires the claimant to show three things: that a duty of care was owed, that the duty was breached and that the breach caused loss. Training to prevent litigation should focus on 'Clinical' - multidisciplinary, simulation-training and 'Non-Clinical' (starting all discussions with women and their families timely, informing them about 'material' risks and addressing their particular concern, treating decision-making as a team process, using translation services early in the process, even before the emergency occur). Therefore, maternity claims are one of the most frequent and most expensive ones. Each unexpected pregnancy outcome can possibly trigger litigation. Effective training should address both 'clinical' and 'non-clinical' situations., Competing Interests: Declaration of competing interest The authors whose names are listed immediately below certify that they have NO affiliations with or involvement in any organization or entity with any financial interest in the subject matter or materials discussed in this manuscript., (Copyright © 2021. Published by Elsevier Ltd.)

Post-partum haemorrhage (PPH) is the second greatest direct cause of maternal death in the United Kingdom, and rates of PPH continue to increase despite advances in clinical care. Training workers to manage PPH involves improvement of technical and non-technical skills in the context of a multidisciplinary team (MDT). Management of PPH should begin in the antenatal period, with identification of high-risk women and referral for multispecialty input. Training for the acute management of PPH should involve all members of the labour ward team and beyond, including haematology and non-clinical staff. Simulation-based training, didactic teaching and hybrid obstetric emergency courses are current options for training workers. Non-technical skills should also be taught, including specific training on communication, leadership, situational awareness and team-working skills. Improving management of obstetric emergencies requires thorough antenatal and intra-partum risk assessment, optimising knowledge and non-technical skills of individual members of the team, improving collaboration of the MDT, better simulation training and adjusting local infrastructure., (Copyright © 2019. Published by Elsevier Ltd.)

Manual rotation (MR) is the most common technique used by accoucheurs who wish to correct malposition of the foetal head to either avoid or facilitate an operative vaginal delivery (OVD). MR can be performed using either a whole-hand or a digital approach. MR should be formally taught and trainees should be assessed for competence, and later, performance should ideally be tracked with statistical control charts. There is paucity of robust evidence evaluating MR relative to the other methods of rotational OVD: rotational forceps (RF) and rotational ventouse (RV). Furthermore, there is little evidence concerning long-term maternal outcomes of rotational OVD. A prospective randomised trial of MR versus either RF or RV is clearly needed, along with a core outcome set for OVD to facilitate comprehensive evaluation programmes that focus on aspects pertaining to women., (Copyright © 2018. Published by Elsevier Ltd.)

Effective and coordinated teamworking is key to achieving safe birth for mothers and babies. Confidential enquiries have repeatedly identified deficiencies in teamwork as factors contributing to poor maternal and neonatal outcomes. The ingredients of a successful multi-professional team are varied, but research has identified some fundamental teamwork behaviours, with good communication, proficient leadership and situational awareness at the heart. Simple, evidence-based methods in teamwork training can be seamlessly integrated into a core, mandatory obstetric emergency training. Training should be an enjoyable, inclusive and beneficial experience for members of staff. Training in teamwork can lead to improved clinical outcomes and better birth experience for women., (Copyright © 2015 Elsevier Ltd. All rights reserved.)

Training for intrapartum emergencies is a promising strategy to reduce preventable harm during birth; however, not all training is clinically effective. Many myths have developed around such training. These principally derive from misinformed beliefs that all training must be effective, cheap, independent of context and sustainable. The current evidence base for effective training supports local, unit-based and multi-professional training, with appropriate mannequins, and practice-based tools to support the best care. Training programmes based on these principles are associated with improved clinical outcomes, but we need to understand how and why that is, and also why some training is associated with no improvements, or even deterioration in outcomes. Effective training is not cheap, but it can be cost-effective. Insurers have the fiscal power to incentivise training, but they should demand the evidence of clinical effect; aspiration and proxies alone should no longer be sufficient for funding, in any resource setting., (Copyright © 2015 Elsevier Ltd. All rights reserved.)

Poor teamwork results in preventable morbidity and mortality for mothers and babies. Suboptimal communication and lack of leadership cost not only lives but also money that is diverted from clinical care to insurance and litigation. Avoidable harm is usually not the result of staff failing their duty of care, it is the result of poor training failing hard-worked staff. A few simple teamwork and leadership behaviours can make a huge difference to outcome and experience for women and their companions, yet they are often missing from maternity care. Recent research has identified the problems and solutions, including the best way to train maternity teams to make a palpable difference. We describe simple yet evidence-based methods to improve teams and leaders., (Copyright © 2013 Elsevier Ltd. All rights reserved.)