Keith Marton, MD, and Karl Pister
In this article…
Using a formal assessment process, regular coaching sessions and — in some cases
— periodic feedback from colleagues, a success rate of 78 percent was achieved in
mitigating disruptive incidents.
PHYSICIAN LEADERS ARE CHALLENGED WITH
leading highly capable individuals who are used to success and independence. Success within the field is generally defined by individual expertise and not that of a collective enterprise.
Although that philosophy might be changing through a slow culture shift, it would be safe to say that, by training alone, physicians are encouraged to take individual responsibility for their education and accomplishments and do not rely on others for their successes. That approach has led to amazing medical achievements and outcomes, but it can lead to opposite results when working in today´s medical environment. Disruptive behavior can be seen as an extreme example of some physicians’ lack of training on how to work with others. Steps to prevent disruptive behavior have been well-worked out and described,1-3 although we are unaware of data that describe the effectiveness of these measures. Nonetheless, it makes sense that hospitals and other health care organizations have developed:
- A working definition of disruptive behavior.
- A professional code of conduct.
- A process for identifying disruptive behavior.
- A policy and procedure for addressing disruptive behavior.