ANTS categories 
Underlying and related concepts and further references
Examples of relations to Hand-it-on and participants’ behavior
• Situation awareness is composed of the three elements: perception, comprehension and projection into the future .
• The concept of situation awareness as a single variable was challenged and its division into sub-dimensions requested .
• Who recognizes the workload of other team members?
• Do all participants hear the instructions given or ideas that come from team members?
• How do the different participants involved interpret the instructions given?
• Does the group anticipate further challenges from more processes?
• Do they discuss obstacles to the implementation of improvement ideas during a debriefing round?
• Decision making can be analyzed from a more analytical or from a more intuitive angle .
• Processing numerical information to reach sound decisions depends to a large extent on how the information is presented and rules of thumb often help in this process .
• What kinds of decisions were taken during the simulation (e.g., to assign a leader)?
• What kinds of criteria were considered when making these decisions?
• To what extent was the decision process analytical vs. intuitive?
• Was there any numerical information used?
• Were all participants aware of the decisions taken?
• Co-ordination behavior in a team can be described along two dimensions in care situations: “explicit vs. implicit” and “actions vs. information” .
• How explicit is the information shared in the group and/or between the two groups in the version for two groups?
• Is the co-ordination more action-oriented or more information-oriented?
• How does the co-ordination pattern change over time?
• What verbal cues are used in the co-ordination process? What non-verbal cues were used?
• What is the relationship between plans and their implementation?
• Task management needs to be adjusted to the different context and the persons involved adapt their actions to the changing dynamic of the situation .
• What kinds of adjustment are made (e.g., establishing a “task force” for the unexpected event)?
• What triggers such adjustments (e.g., task overload, time, discussion)?
• What are obstacles to implement such changes (e.g., slowing down of the core process)?