You're dealing with a difficult physician. What's the best way to handle it?

I find when dealing with a difficult or challenging physician, it is most important to understand what is driving their disruptive behavior. Be open to generously listening to their concerns first, they will usually tell you, it's stress, communication, burnout, quality, or frustration within the system. Which opens the door for direct open-ended questions to get to the real root of the problem. Physicians want to be heard and given the respect of being listened to, without judgement. Gather the facts, share the information with the physician. Develop a plan with the physician, to obtain their buy-in to address the issue. Physicians are great problem solvers, they solve problems every day, make them part of the solution!

En la práctica es usual convivir con compañeros que nos resultan difíciles de llevar, algo que funciona es identificar el por qué, podría ser que no coincidimos en opiniones o comportamientos, un eje importante es la función y objetivo que cada uno tiene en el lugar de trabajo.

Excellent suggestions, unless you're the patient. Without going into detail for HIPAA reasons, a number of years ago, I contracted a potentially life threatening condition. The physician, reputedly expert in his field, showed up more than 2 hours late, looked at the radiologic images, but never at me, then pointed to an obvious physical anomaly that I've had since birth, and then moved on to the next patient. Total elapsed time: 15 minutes. I sought another specialist, who immediately made the right diagnosis, and arguably saved my life. Needless to say, I didn't return to the first doctor. Perhaps the first one was just having "a bad day." Be that as it may, I would hope that such behavior would be factored into performance evaluations.

I agree with Dr. Titus. We are forced annually to do a violence awareness and response training exercise. The training regarding this area is well done by the police and security experts. But the scenarios involve physicians yelling at staff. With all of the blame game out there, it is a near PTSD moment every year. They could have picked any number of people to yell or just be heated, but no.

When dealing with a difficult physician, it is essential to first understand the root of the issue without making premature judgments. Approach the situation with an open mind, considering the physician's perspective and the stresses of their role. It's crucial to determine whether the behavior affects patient care and to gather facts and examples if it does. Keep the patient's welfare as the primary concern while evaluating the problem.

-Take a step back and objectively identify the specific behaviors or actions of the physician that are causing difficulty. -Consider the impact of these behaviors on patient care, team dynamics, and overall morale.

After identifying the problem, consider the most appropriate response that prioritizes patient care. If the physician's behavior compromises patient outcomes, it may be necessary to address it directly but respectfully. When deciding on a course of action, consider the potential impact on the patient's treatment and well-being. The response should be constructive, aiming to foster an environment where the patient's needs are met efficiently and compassionately.

-Evaluate your options for addressing the situation, considering both immediate and long-term approaches. -Determine the most appropriate course of action based on the severity of the issue and its potential consequences. -Approach the physician in a calm and professional manner to discuss your concerns. -Use "I" statements to express how their behavior is impacting you or the team, focusing on specific examples and observable behaviors. -Listen actively to their perspective and be open to constructive dialogue to find common ground.

Comunicar efectivamente es un trabajo de dos personas, en mi experiencia puedes cuidar tu tono, palabras y buscar la asertividad, sin embargo, sugiero nunca tolerar agresividad o violencia en la comunicación, si tu contraparte levanta la voz, usa palabras ofensivas o manotea, lo mejor es terminar la interacción y dar aviso a la institución acerca de este suceso

Communication with the physician should be clear, direct, and centered around patient care. Using "I" statements can help to express concerns without placing blame. For example, "I feel that when X happens, it may not be in the best interest of our patient's care." Always bring the focus back to how the situation may affect the patient and the quality of the care they receive.

If the situation is not improving and patient care is at risk, it's time to seek support from colleagues or superiors. When discussing the issue with others, maintain professionalism and focus on the objective: ensuring that patients receive the best possible care. Explain the situation factually, highlighting the impact on patient care, and seek advice on how to move forward collaboratively.

-Reach out to colleagues, supervisors, or HR professionals for guidance and support regarding dealing with a difficult physician in their personal experience. -Seek advice from experienced mentors or trusted individuals who may have dealt with similar situations in the past in their own professional life. -Reflect on the interaction with the difficult physician and identify any lessons learned or insights gained. -Consider how you can apply these lessons to future interactions with the physician or other difficult individuals. Remember, you learn something new everyday.

Con la experiencia podrás notar señales que te alertan acerca de comportamientos inadecuados por parte de tus compañeros, alinear constantemente tus valores y buscar la congruencia son elementos que te ayudarán a determinar qué comportamientos son adecuados en tus interacciones

Reflect on the experience to identify any lessons learned that can improve patient care. Consider what strategies worked, which didn’t, and how communication can be enhanced. Learning from these interactions can improve not only personal professional practice but also patient outcomes.

Once the issue is addressed, it’s important to move forward without harboring negative feelings that could affect patient care. Focus on healing any strained professional relationships for the sake of maintaining a collaborative environment that is conducive to patient well-being.

Dealing with a difficult physician requires putting the patient first, addressing behaviour impacting patient care, fostering collaborative relationships, maintaining professionalism while avoiding exacerbating tension. Identifying the type of difficult physician informs the strategy, focusing on behaviour rather than personality. A difficult physician could be one whose approach is misaligned with company policies/goals. Escalating issues professionally (higher authority) is essential. Dealing with the "all-knowing" physician with an inflated self-esteem demands diplomacy, balancing compliments with constructive feedback. For the one overwhelmed with work, empathy is key. Understand their perspective and pressure, thus offer support.

-Once you have addressed the issue to the best of your ability, focus on moving forward and maintaining professionalism in your interactions with the physician. -Set boundaries if necessary to protect your well-being and ensure a positive work environment for yourself and your colleagues. -Document any incidents or interactions with the difficult physician for your own records and reference. -Be patient and persistent in addressing the issue, recognizing that change may take time and effort. -Advocate for systemic changes or interventions within the organization to address underlying issues contributing to difficult behavior among physicians.