A study compared attitudes toward error, stress, and teamwork among medical staff and airline pilots. Medical staff were more likely to deny the effects of stress and fatigue on performance, while pilots were less likely to do so. Medical staff generally rejected steep hierarchies, but consultant surgeons were less likely to do so. High levels of teamwork were reported by most surgical residents, consultant surgeons, and intensive care staff. However, only a third of staff believed errors were handled appropriately in their hospital. Many intensive care staff did not acknowledge making errors and found it difficult to discuss mistakes. Barriers to discussing errors included personal reputation, fear of malpractice suits, and expectations from others. The study found that medical staff were more likely to deny the effects of stress and fatigue on performance than pilots. Medical staff also had differing perceptions of teamwork, with surgeons and residents rating teamwork with other surgeons higher than with anaesthesia staff. The study suggests that medical staff need to improve their attitudes toward error and teamwork to enhance patient safety. The study also highlights the importance of training and communication in both medicine and aviation to prevent errors and improve teamwork. The study was conducted in multiple countries and involved a large sample of medical and aviation professionals. The study found that medical staff were more likely to deny the effects of stress and fatigue on performance than pilots. The study also found that medical staff had differing perceptions of teamwork, with surgeons and residents rating teamwork with other surgeons higher than with anaesthesia staff. The study suggests that medical staff need to improve their attitudes toward error and teamwork to enhance patient safety. The study also highlights the importance of training and communication in both medicine and aviation to prevent errors and improve teamwork.A study compared attitudes toward error, stress, and teamwork among medical staff and airline pilots. Medical staff were more likely to deny the effects of stress and fatigue on performance, while pilots were less likely to do so. Medical staff generally rejected steep hierarchies, but consultant surgeons were less likely to do so. High levels of teamwork were reported by most surgical residents, consultant surgeons, and intensive care staff. However, only a third of staff believed errors were handled appropriately in their hospital. Many intensive care staff did not acknowledge making errors and found it difficult to discuss mistakes. Barriers to discussing errors included personal reputation, fear of malpractice suits, and expectations from others. The study found that medical staff were more likely to deny the effects of stress and fatigue on performance than pilots. Medical staff also had differing perceptions of teamwork, with surgeons and residents rating teamwork with other surgeons higher than with anaesthesia staff. The study suggests that medical staff need to improve their attitudes toward error and teamwork to enhance patient safety. The study also highlights the importance of training and communication in both medicine and aviation to prevent errors and improve teamwork. The study was conducted in multiple countries and involved a large sample of medical and aviation professionals. The study found that medical staff were more likely to deny the effects of stress and fatigue on performance than pilots. The study also found that medical staff had differing perceptions of teamwork, with surgeons and residents rating teamwork with other surgeons higher than with anaesthesia staff. The study suggests that medical staff need to improve their attitudes toward error and teamwork to enhance patient safety. The study also highlights the importance of training and communication in both medicine and aviation to prevent errors and improve teamwork.