![]() If only one person is involved, the physician may view the intervention as a personal confrontation instead of a peer-related issue. When a confrontation is necessary, a team approach should be used, and if possible, a member of the team should be a close acquaintance of the individual, setting up a “good cop–bad cop” scenario. This action is necessary not only for patient safety but also because lack of action could be interpreted by the courts as negligent or as condoning a hostile work environment. Once this dysfunctional behavior pattern is recognized, an intervention should be made. If the problem is severe, retaliation may occur, and this may take many forms: failure to properly assist, the initiation of lawsuits, the support of the plaintiff in a malpractice suit against the physician, or even malicious sabotage of the practice. The physician loses staff support and may become isolated. ![]() The information withheld may be vital for patient well-being. Communication is poor, and staff withhold information because of fear of an outburst. Once this stage is reached, various negative factors begin to interplay. In a stressful workplace, such as the operating room with a berating physician, morale and team spirit suffer, which results in an increased turnover of staff and a dysfunctional team. He or she increases the stress in the work environment and the accompanying loss of efficiency. ![]() The dysfunctional physician presents an insidious cost to any practice or health care organization. Nurses and technicians have the right to be treated with respect, and they know it. Temper outbursts-with throwing of instruments and loud profanity directed at any unfortunate person who happens to be near at hand-are no longer tolerated. In the past, physicians were revered as charismatic people who could do no wrong now they are seen as one part of the health care team. They may have high IQs but lack emotional intelligence. Physicians, both male and female, often have hard-driving, type A personalities and little training in interpersonal skills. A group or organization can now hold vicarious liability for condoning a hostile work environment if it fails to act when a complaint is made. Societies have significantly decreased their tolerance of disruptive behavior. The abuse may take the form of a demeaning attitude, ridicule, off-color jokes, sexual harassment, or even physical violence. The hostile environment may be the result of abusive behavior by other employees, supervisors, or physicians. Litigation is now readily available for those who feel that they are working in a hostile work environment. They may result in high employee turnover and certainly limit staff contributions and impede efficiency. ![]() Conflicts have an adverse effect on productivity, morale, and patient care. The conflicts may range from disagreements to major controversies that may lead to litigation or violence. Conflicts may exist between physicians, between physicians and staff, and between the staff or the health care team and the patient or patient's family. Managing conflict in the workplace is a time-consuming but necessary task for the physician leader. The quiz, evaluation form, and certification appear on pp. This page also provides important information on the method of physician participation, estimated time to complete the educational activity, medium used for instruction, and date of release and expiration. Ramsay does not address unapproved/off-label uses of any product.īefore beginning this activity, please read the instructions for CME on p. He receives grant support from Abbott Laboratories. Ramsay, MD, is medical director of the Department of Anesthesiology and Pain Management and president of Baylor Research Institute. ![]()
0 Comments
Leave a Reply. |