tag:blogger.com,1999:blog-32053362.post562521422454724080..comments2024-03-26T00:25:34.026-04:00Comments on Not Running a Hospital: Bullying, a multi-legged problemPaul Levyhttp://www.blogger.com/profile/17065446378970179507noreply@blogger.comBlogger6125tag:blogger.com,1999:blog-32053362.post-56857880340962648942016-01-23T17:15:55.702-05:002016-01-23T17:15:55.702-05:00People have also looked at this from a cost perspe...People have also looked at this from a cost perspective. A tiny fraction of a hospital’s active staff contribute hugely to a hospital’s costs—and penalties—to no useful end, except that the physician-king is more deeply stuck in quicksand of his own making.Peternoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-3943482383471525752016-01-23T17:11:31.064-05:002016-01-23T17:11:31.064-05:00Thanks, Neville and Beth!Thanks, Neville and Beth!Paul Levyhttps://www.blogger.com/profile/17065446378970179507noreply@blogger.comtag:blogger.com,1999:blog-32053362.post-19351572235743630802016-01-23T17:08:54.794-05:002016-01-23T17:08:54.794-05:00A multi-legged problem for sure! As a nurse consul...A multi-legged problem for sure! As a nurse consultant and author who writes about and teaches healthy communication and related skills I'd like to add a few points:<br /><br />In addition to Dr. Sarkari's points, I would emphasize that toxic behaviors are often supported by a culture of broken trust that must be repaired. Thus a long term commitment to culture change and acknowledgement of wrong-doing, i.e apology for inappropriate behavior and impact on others can be a very powerful leadership steps that will contribute to success with zero tolerance. There must also be opportunities for learning curves that allow for feedback exchanges, (with facilitation prn). Not to tolerate bullying, but tease out interpretations and work together to improve relationships. Also, no double standards, they are the kiss of death! In addition, a 'No-Innocent Bystander' policy outlined here can be helpful: http://bit.ly/1k1Vp8B<br /><br />Also, I'd like to share that I use an experiential teaching method, called 'Medical Improv' to cultivate emotional intelligence and interpersonal skills that promote effective communication, teamwork, and leadership. If we consider how poor conduct along with some other serious issues like workforce injuries and bad patient experiences are at least in part caused by lack of EQ and social skills, then we can use this effective and fun way to help ALL healthcare professionals grow. I discuss this point further in this Medline blogpost: http://bit.ly/1TgQMLX I'm very happy for questions and feedback!Beth Boynton, RN, MShttps://www.blogger.com/profile/07925252631798688560noreply@blogger.comtag:blogger.com,1999:blog-32053362.post-78208157768133010302016-01-23T08:53:22.996-05:002016-01-23T08:53:22.996-05:00This is a problem that is familiar to all physicia...This is a problem that is familiar to all physician leaders who take their jobs seriously. Marty, who you quote, teaches around these areas for the ACPE and does a great job.<br /><br />The Joint Commission issued a Sentinel Event Alert around 2008 on Disruptive Behavior (of which bullying is a major sub-type). This Alert bulletin helped bring the subject to the forefront in US hospitals. Physician and non-physician leaders then had to spend years working on the issue. Although it is not nearly gone, I believe it is much better than it has been. In part this is because the new generation of physicians coming out of training today behave much better, overall, than their older counterparts.<br /><br />Simultaneously, hospitals started to be sued over workplace harassment, and the courts made it clear that a hospital could be liable even when the physician was not employed. This fact added the urgency that was needed for this issue to be taken seriously. (Sad that it took this financial stick, but not surprising!)<br /><br />The solution, although not easy, is understood. Commitment to zero tolerance must start at the governing board level of the hospital. Medical staff rules or bylaws must similarly make clear that these behaviors will not be tolerated. Finally, physicians must condemn it and support a process to sanction those who can't control themselves. Finally, administrators must understand that a physician's financial worth to the hospital can not be a factor in allowing such behaviors.<br /><br />http://www.jointcommission.org/assets/1/18/sea_40.pdf<br /><br />-NS<br /><br />Neville Sarkari MD, FACPNeville Sarkari MD, FACPhttps://www.blogger.com/profile/01096155690678788954noreply@blogger.comtag:blogger.com,1999:blog-32053362.post-25250534843179000012016-01-23T07:20:59.845-05:002016-01-23T07:20:59.845-05:00Paul,
I have a friend who was harmed in Australia...Paul,<br /><br />I have a friend who was harmed in Australia. She's tried for years to get recognition of the devaluing there. Thank you for spotlighting how "personalities" in the medical profession can be detrimental to the health of the patients. <br /><br />We the patients appreciate having patients' health before profits. <br /><br />Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-32053362.post-5758313985192622332016-01-23T06:16:07.225-05:002016-01-23T06:16:07.225-05:00 You offer sound advice and I hope AMA takes a mov... You offer sound advice and I hope AMA takes a move in this direction. Marynoreply@blogger.com