Physicians with a pattern of disruptive behavior, an inability to effectively interact with others or unresponsiveness to your existing coaching efforts is a reality faced by many hospitals and physician service groups. Left unaddressed, physician interpersonal and inter-professional problems can create a toxicity in the work environment that can not only adversely affect patient care but negatively impact your culture of cooperation, engagement and safety. The Joint Commission became so concerned about “behaviors that undermine a culture of safety” that it issued a Sentinel Event Alert on the topic and developed a leadership standard requiring all hospitals to have a code of conduct as well as a process for managing disruptive and inappropriate behaviors. If your existing remediation and coaching efforts have failed to produce the required results it’s time to call Javelin. Our process has been proven with some of the most challenging and difficult cases.
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In order to develop an effective coaching plan the first step is an accurate diagnosis of the physician’s talents and remediation needs. Javelin consults with the leadership team and other hospital staff along with any existing documentation on the physician’s performance to gather initial insights. These insights are augmented with a set of Javelin simulations and a discussion with the physician. Incorporating the insights from multiple perspectives and data streams provides a more complete and accurate diagnosis of the physician’s developmental needs.
Based on the diagnosis, a four or eight week remediation plan is developed consisting of measurable objectives that address the observable remediation needs identified during the diagnosis. Javelin works with your organization to identify the roles and responsibilities of the various stakeholders in the remediation process. The physician, the stakeholder team and Javelin approve the plan. The Javelin team carefully chooses simulations, on-the-job suggestions, readings and videos aligned to the physician’s developmental goals.
3. Execute PlanWeek by week we rebuild the skills to change the physician’s behavior and mend work relationships that have been damaged through the physician’s previous actions and behaviors. Simulations and on-the-job activities are augmented by weekly sessions with a professional coach to ensure progress, accountability and continued growth against the plan.
Along the way Javelin provides ongoing documentation including progress, trends, level of engagement and remaining concerns. Additionally, regular check-ins with the leadership team not only promote alignment between all the parties but ensure transfer of newly acquired skills to the job. At the end, a cumulative evaluation is prepared and presented to leadership.