Page 48 - JSOM Spring 2025

cultivate a really good relationship.” (Focus Group) Partici- relationship. “[When the MMO] actually put a lot of faith and
pant 2 likewise discussed the benefits of an “open door policy” trust into me, it established a really good connection . . . I
with leaders, which fostered accessible communication. “[It is] think it just boils down to trust and opening up an avenue for
incredibly important . . . To have an ‘open door policy’ with trust.” (P3)
the provider just to be able to talk about what I needed from
him or what I needed from my people.” Participant 8 emphasized that trust is quickly established
when MMOs recognize the abilities of the NCOs. “That in-
Beyond having open lines of communication, our participants herent trust, it’s absolutely there [when] those MMOs are al-
also noted the importance of fostering a culture where feed- ready coming into that position knowing that they have some
back is readily given and received. Participant 2 emphasized of the best . . . medics that are serving underneath them.” This
the importance of “having that [MMO-NCO] relationship “inherent trust” is underpinned by the well-defined roles and
and foundation well enough built that both of us are comfort- qualifications of the NCOs. Participant 7 explained, “One of
able taking feedback and criticism from each other.” the ways to build that initial level of trust is . . . [the] very
clearly defined set of scope of practice and qualifications for
The participants further elaborated on the value of NCOs those medics to even be able to do their job.” Other partic-
communicating guidance and hard-earned wisdom to MMOs, ipants agreed, pointing out the rigorous standards they are
from a bottom-up perspective, to improve adaptability, refine held to.
best practices, and better prepare MMOs for future experi-
ences in the military. It’s very much an environment where you as a medic are
expected to perform because we’re volunteering to be
To be open to hearing alternatives from other individuals, in that organization. And every medic there knows that if
like, ‘Hey, what about this?’ For example, like [the MMO]’s you’re not performing the standard, then you’re going to
not out there in the field . . . He might be writing these get fired. (P7)
protocols and then a corpsman comes up to him and
says, ‘This is not ideal in that setting.’ So just being open Participants also shared their appreciation for effective prac-
to that feedback and being adaptable. (Focus Group) tices that fostered trust in past relationships with MMOs. One
participant described how, at a past assignment, they “really
Participant 4 noted that a tight-knit MMO-NCO relationship, appreciated . . . [when MMOs] were briefed on what our scope
where the MMO is familiar with the unique backgrounds of of practice is. When we get a new battalion surgeon, the regi-
their NCOs, contributes to maximum team efficiency and mental surgeon is meeting with them regularly to go over . . .
communication. exactly what their medics are capable of and what they can
do.” (P7)
You need to spend time with these people and get to
know them . . . because you may have some corpsmen Finally, the participants spoke about the importance of MMOs
that are like, oh, I was a critical care paramedic for nine balancing trust with accountability, as they ultimately bear the
years . . . You wouldn’t know that as a medical officer un- responsibility for their team’s actions.
less you got to know your people.
MMOs should know the organizational culture of where
Participant 2 likewise discussed the role of MMOs in creat- they belong to. They should know the capabilities of their
ing an environment where medical NCOs feel comfortable personnel…and have the trust to empower them while
expressing their limitations, highlighting the need for compas- also [being] able to lay down the law because at the end
sionate support from the medical officer. of the day, everything is working under their license.
( Focus Group)
I needed to be able to say, ‘Hey, I’m not comfortable with
this skill, or . . . I have a patient right now that I need help Theme 3: Mutual Mentorship
on.’ For me obviously, it’s the humility of being able to say In addition to valuing open communication and trust, the
I need help, but also the compassion from the medical participants discussed the importance of mentorship in the
provider to be able to say ‘Here’s what I can do to help MMO-NCO relationship. One participant expressed their de-
you, but also here’s what I can do to push you to be better sire for active participation in education, “The biggest thing
and be independent on the next one.’ that I look for in a physician is wanting to mentor me, teach
me, coach me. Because a ton of us are willing to learn. We just
Ultimately, the quality of communication between the MMO need someone to instill the knowledge.” (Focus Group)
and NCO has far-reaching implications, influencing patient
care and impacting mission success. While exploring the basis of this expectation for the MMO-
NCO relationship, participants explained that the ability to
Without close communication and ensuring people are teach is integral to good leadership. In the focus group session,
all on the same page…I think you’re hugely squander- a participant stated, “A teacher is always a leader, and I think
ing resources . . . [it] really is a detriment to not only the those two things go together . . . that’s one thing that I would
achieving successful outcome of the mission, but also will expect from a medical officer, is to be a good teacher.”
yield poor patient outcomes in the long run. (P4)
Participant 8 suggested that MMOs have an inherent duty to
Theme 2: Trust in Training mentor NCOs due to their dual roles as physicians and offi-
In addition to open communication, the participants discussed cers. They explained that the challenging conditions in military
trust as another cornerstone of a successful MMO-NCO medicine further intensify this responsibility.

46 | JSOM Volume 25, Edition 1 / Spring 2025