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Number 683 • January 2017 (Replaces Committee Opinion Number 508, October 2011)
Committee on Patient Safety and Quality Improvement
This Committee Opinion was developed by the American College of Obstetricians and Gynecologists’ Committee on Patient Safety and Quality Improvement.
This document reflects emerging concepts on patient safety and is subject to change. The information should not be construed as dictating an exclusive course of treatment or procedure to be followed.
ABSTRACT: A key element of an organizational safety culture is maintaining an environment of professionalism that encourages communication and promotes high-quality care. Behavior that undermines a culture of safety, including disruptive or intimidating behavior, has a negative effect on the quality and safety of patient care. Intimidating behavior and disruptive behavior are unprofessional and should not be tolerated. Confronting disruptive individuals is difficult. Co-workers often are reluctant to report disruptive behavior because of fear of retaliation and the stigma associated with “blowing the whistle” on a colleague. Additionally, negative behavior of revenue-generating physicians may be overlooked because of concern about the perceived consequences of confronting them. The Joint Commission requires that hospitals establish a code of conduct that “defines acceptable behavior and behavior that undermines a culture of safety.” Clear standards of behavior that acknowledge the consequences of disruptive and intimidating behavior must be established and communicated. Institutions and practices should develop a multifaceted approach to address disruptive behavior. Confidential reporting systems and assistance programs for physicians who exhibit disruptive behavior should be established. A concerted effort should be made within each organization to educate staff (ie, medical, nursing, and ancillary staff) about the potential negative effects of disruptive and inappropriate behavior. A clearly delineated hospital-wide policy and procedure relating to disruptive behavior should be developed and enforced by hospital administration. To preserve professional standing, physicians should understand how to respond to and mitigate the effect of complaints or reports.
The American College of Obstetricians and Gynecologists makes the following recommendations related to behavior that undermines a culture of safety:
Intimidating behavior and disruptive behavior are unprofessional and should not be tolerated.
Institutions and practices should develop a multifaceted approach to address behavior that undermines a culture of safety.
Health care organizations should make a concerted effort to educate staff about the potential negative effects of disruptive and unprofessional behavior on patient safety.
A key element of an organizational safety culture is maintaining an environment of professionalism that encourages communication and promotes high-quality care. Behavior that undermines a culture of safety, including disruptive or intimidating behavior, has a negative effect on the quality and safety of patient care. Disruptive behavior has been defined as “personal conduct, whether verbal or physical, that negatively affects or that potentially may negatively affect patient care” 1.
Several types of behavior can create distress or negatively affect morale in the work environment. Examples include overt actions such as verbal outbursts and physical threats, and passive actions such as refusing to perform assigned tasks or exhibiting uncooperative attitudes during routine activities. Disruptive behavior often is manifested by health care professionals in positions of power 2.
Disruptive and intimidating behavior undermines teamwork and collegiality. Intimidating behavior and disruptive behavior are unprofessional and should not be tolerated. Ultimately, disruptive behavior may have a negative effect on patient safety and quality of care by, among other things, creating tension and causing others to avoid the disruptive obstetrician–gynecologist or other health care provider. For example, staff may refrain from asking a disruptive physician for help or clarification and hesitate to make health care-related suggestions about patient care. Additionally, patients who witness disruptive behavior may lose confidence in the obstetrician–gynecologist or other health care provider as well as the institution.
Co-workers often are reluctant to report disruptive behavior because of fear of retaliation and the stigma associated with “blowing the whistle” on a colleague. Additionally, negative behavior of revenue-generating physicians may be overlooked because of concern about the perceived consequences of confronting them 2. Institutions and practices should develop a multifaceted approach to address behavior that undermines a culture of safety. It is essential that the administration fully support and show a commitment to eliminating disruptive behavior.
Establishing a Code of Conduct
The Joint Commission requires that hospitals establish a code of conduct that “defines acceptable behavior and behaviors that undermine a culture of safety” 3. When establishing a code of conduct, institutions should stipulate behavioral standards and the consequences for noncompliance. A process for managing behavior that undermines a culture of safety should be created and implemented 3. At the initial appointment of medical staff and each reappointment, each member should acknowledge acceptance of the behavioral standards and the consequences of noncompliance, as detailed in the code of conduct, consistent with provisions contained in the medical staff bylaws. In addition to incorporating a prohibition against retaliation into the code itself, the organization must clearly spell out its commitment to protect all staff members and physicians against retaliation for reporting code violations or for participating in investigations of violations 4.
Developing a Monitoring and Reporting System
Institutions should establish reporting mechanisms for disruptive behavior. Ideally, this will include opportunities for confidential reporting. Additionally, policies for the evaluation of such complaints should include anonymity for the reporting individual and a process for response from the individual identified as disruptive. Implementing a confidential system for reporting disruptive behavior also could include routine confidential evaluations and formal analysis of complaints from patients, co-workers, or others. The importance of reporting negative behavior should be emphasized as a means to decrease these occurrences and increase patient safety. Emphasis also should be placed on ensuring privacy and reducing potential fears about retribution 5. Reports related to disruptive behavior should be submitted in a confidential manner to the appropriate administrative individual, such as the chair of the department of obstetrics and gynecology or the chief of staff. The individual exhibiting the negative behavior should be notified and given an opportunity to respond to the complaint.
Educating and Training
Health care organizations should make a concerted effort to educate staff (ie, medical, nursing, and ancillary staff) about the potential negative effects of disruptive and unprofessional behavior on patient safety. Additionally, leaders of the medical and nursing staff should undergo specific training in intervention techniques to help counsel individuals who exhibit disruptive or intimidating behavior.
Establishing a Resolution
Any complaints related to disruptive behavior should be handled in a confidential manner with interventions designed to assist in behavioral change. Complaint resolution should be consistent with medical staff, departmental, or other institutional policies and procedures. Appropriate steps should be taken to resolve the problem. Disciplinary actions should be appropriate to the type of infraction and frequency of behavior, including any mitigating factors. Each institution should establish thresholds for taking action that depend on the severity of the behavior. Some actions may merit zero tolerance. All attempts to address disruptive behavior should be clearly and thoroughly documented. The department chair or appropriate leader should be informed of individuals with persistent problem behavior and should be responsible for establishing an appropriate response. The response may include some or all of the following steps:
Face-to-face meeting with the physician or other health care provider who is exhibiting disruptive behavior
A follow-up meeting (if the problem is still unresolved) resulting in a behavioral contract setting forth any disciplinary actions that may be taken if the disruptive behavior persists
Summary suspension for egregious behavior
Assessment and treatment programs that are tailored to the individual should be made available as necessary. Special attention should be given to the possibility of substance abuse or a psychiatric diagnosis, which can contribute to disruptive behavior. At least initially, these programs should attempt to enable the individual to continue or resume practice.
Professional competence has been defined as the “habitual and judicious use of communication, knowledge, technical skills, clinical reasoning, emotions, values, and reflection in daily practice for the benefit of the individual and community being served.” 6 Although most physicians consistently exhibit professional behavior, there may be occasions when a comment, action, or gesture might be construed as offensive, resulting in a complaint. In fact, all health professionals are subject to lapses and may engage in what appear to represent single acts of unprofessional behavior 7. It is important that physicians be aware of the professional review process and of the serious potential consequences for unprofessional behavior.
Complaints or reports can arise from various sources. Complaints may be filed with a hospital, a professional society, or state medical board, among others. Some of these actions must be reported to the National Practitioner Data Bank. Consequently, it is incumbent upon physicians to conduct themselves in a professional manner to avoid actions that could result in restrictions on their practices.
Hospitals and Health Systems
Through the peer review process, hospitals and health care systems evaluate the competence of practitioners who provide care to patients within their facilities. The steps involved for peer review and any aspects of due process are outlined in the hospital’s medical staff bylaws. In most instances, single unprofessional incidents can be addressed through an informal process. However, when a pattern exists, the intervention may escalate, possibly to the level of disciplinary action 8.
Professional Medical Societies
Complaints also may be reported to professional medical societies. For example, the American Congress of Obstetricians and Gynecologists (ACOG) reviews and evaluates complaints from Fellows regarding professional conduct by another Fellow that may violate the Code of Professional Ethics. Furthermore, ACOG pursues and reviews final state medical board actions resulting from professional conduct inconsistent with ACOG’s bylaws.
State Medical Boards
A state medical board or state office of professional medical conduct provides a process for patients to file complaints about an obstetrician–gynecologist or other health care provider. The process varies by state. Generally, the investigations conducted by these state bodies are intended to protect the public from the unprofessional, improper, and incompetent practice of medicine 9.
National Practitioner Data Bank
Hospitals and health care systems are required to query the National Practitioner Data Bank when a physician applies for privileges and during the reappraisal process. Box 1 provides examples of actions that are reportable to the National Practitioner Data Bank.
Because of the implications of reports submitted to the National Practitioner Data Bank, individuals may wish to order a self-query. Individuals or health care organizations may add a statement to provide any additional information to be included with the report. Individuals should contact their professional medical liability carriers about any licensure restriction or any review or investigation that might affect licensure or practice privileges.
Strategies for Addressing Conduct Review
Although most physicians will rarely be the subject of a conduct review, it is important to minimize that possibility. Physicians can become familiar with their hospitals’ or health care systems’ policies and procedures. In addition, it is helpful to be aware of the requirements for maintenance of licensure by the state medical board and any related federal programs.
National Practitioner Data Bank Reportable Actions
The following are examples of the incidents that must be reported to the National Practitioner Data Bank:
Medical professional liability insurers must report medical malpractice payments made on behalf of a health care practitioner resulting from a written claim or judgment.
State medical boards must report certain adverse licensure actions related to professional competence or conduct.
Hospitals and other health care entities with formal peer review must report professional review actions adversely affecting clinical privileges for longer than 30 days, including voluntary surrender or restriction of privileges while under, or to avoid, investigation.
Professional societies with formal peer review must report professional review actions relating to professional competence or conduct adversely affecting membership.
Peer review organizations must report negative actions or findings against a health care practitioner.
Information in the National Practitioner Data Bank is not accessible to the public, but is accessible by various entities, such as state licensing boards, federal licensing agencies, and professional societies conducting peer review. In some instances, these entities are required to review the Data Bank.
U.S. Department of Health and Human Services. National Practitioner Data Bank (NPDB). Available at: https://www.npdb.hrsa.gov. Retrieved October 4, 2016.
To avoid concerns about the quality of patient care, obstetrician–gynecologists should practice within the community standards and in accordance with institutional protocols. They also should maintain accurate and complete patient records that appropriately reflect the care provided and always exhibit professionalism when interacting with patients, staff, and colleagues.
Handling a Complaint
Physicians being investigated by any review entity will typically be notified to provide additional information. It is extremely important to respond to any requests for information in a timely manner. Depending on the nature of the complaint, it may be worthwhile to consult with an attorney, especially for any action that may have a potentially negative effect on one’s practice.
Throughout any review process, it is important to maintain constructive relationships with professional colleagues, seek out personal support, and adopt healthy coping mechanisms. Physicians are at risk of burnout and often internalize the stress associated with a professional review process. Resources are available to assist physicians throughout the process.
Disruptive physician behavior creates a difficult working environment and threatens the quality of patient care and patient safety. Confronting disruptive individuals is difficult. Clear standards of behavior that acknowledge the consequences of disruptive and intimidating behavior must be established and communicated. Confidential reporting systems and assistance programs for physicians who exhibit disruptive behavior should be established. A clearly articulated hospital-wide policy and procedure relating to disruptive behavior should be developed and enforced by hospital administration. To preserve professional standing, physicians should understand how to respond to and mitigate the effect of complaints or reports.
For More Information
The American College of Obstetricians and Gynecologists has identified additional resources on topics related to this document that may be helpful for ob-gyns, other health care providers, and patients. You may view these resources at www.acog.org/More-info/CultureofSafety.
These resources are for information only and are not meant to be comprehensive. Referral to these resources does not imply the American College of Obstetricians and Gynecologists’ endorsement of the organization, the organization’s website, or the content of the resource. The resources may change without notice.
- American Medical Association. Physicians with disruptive behavior. In: Code of medical ethics of the American Medical Association: current opinions with annotations . 2014–15 ed.Chicago (IL): AMA; 2015. p. 351–3.
- The Joint Commission. Behaviors that undermine a culture of safety. Sentinel Event Alert Issue No. 40 . Oakbrook Terrace (IL): Joint Commission; 2008. Available at: http://www.jointcommission.org/assets/1/18/SEA_40.PDF. Retrieved August 29, 2016.
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- The Joint Commission. Leaders create and maintain a culture of safety and quality throughout the hospital. Standard LD.03.01.01. In: Comprehensive accreditation manual. CAMH for hospitals: the official handbook . Oakbrook Terrace (IL): Joint Commission; 2016. p. LD-15–LD-16.
Article LocationArticle Location
- Porto G, Lauve R. Disruptive clinician behavior: a persistent threat to patient safety. Patient Saf Qual Healthc July/August 2006:16–24. Available at:http://www.psqh.com/julaug06/disruptive.html. Retrieved August 29, 2016.
Article Location(Video) The Culture of Patient Safety
- Rosenstein AH, O’Daniel M. A survey of the impact of disruptive behaviors and communication defects on patient safety. Jt Comm J Qual Patient Saf 2008;34:464–71. [PubMed]
- Epstein RM, Hundert EM. Defining and assessing professional competence. JAMA 2002;287:226–35. [PubMed] [Full Text]
- Pichert JW, Moore IN, Karrass J, Jay JS, Westlake MW, Catron TF, et al. An intervention model that promotes accountability: peer messengers and patient/family complaints. Jt Comm J Qual Patient Saf 2013;39:435–46. [PubMed]
- Hickson GB, Pichert JW, Webb LE, Gabbe SG. A complementary approach to promoting professionalism: identifying, measuring, and addressing unprofessional behaviors. Acad Med 2007;82:1040–8. [PubMed] [Full Text]
- Carlson D, Thompson JN. The role of state medical boards. Virtual Mentor 2005;7(4). Available at: http://journalofethics.ama-assn.org/2005/04/pfor1-0504.html. Retrieved September 27, 2016.
Copyright January 2017 by the American College of Obstetricians and Gynecologists. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, posted on the Internet, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission from the publisher. Requests for authorization to make photocopies should be directed to Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400. ISSN 1074-861X The American College of Obstetricians and Gynecologists 409 12th Street, SW, PO Box 96920, Washington, DC 20090-6920 Behavior that undermines a culture of safety. Committee Opinion No. 683. American College of Obstetricians and Gynecologists. Obstet Gynecol 2017:129:e1–4.
Copyright January 2017 by the American College of Obstetricians and Gynecologists. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, posted on the Internet, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission from the publisher.
Requests for authorization to make photocopies should be directed to Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400.
The American College of Obstetricians and Gynecologists 409 12th Street, SW, PO Box 96920, Washington, DC 20090-6920
Behavior that undermines a culture of safety. Committee Opinion No. 683. American College of Obstetricians and Gynecologists. Obstet Gynecol 2017:129:e1–4.
BehaviorHospital administrationPatient carePhysicians
What are 3 behaviors that can jeopardize patient safety? ›
For good reason, The Joint Commission has called for hospitals and healthcare systems to prevent behaviors that undermine patient safety such as rudeness and its cousins: incivility, lateral violence, and bullying.What are 4 factors that contribute to a culture of safety? ›
- management commitment and style.
- employee involvement.
- training and competence.
- compliance with procedures, and.
- organisational learning.
Essential Elements of a Culture of Safety
Key elements of a culture of safety in an organization include the establishment of safety as an organizational priority, teamwork, patient involvement, openness/transparency, and accountability (Lamb, Studdert, Bohmer, Berwick, & Brennan, 2003).
For example, team training, interdisciplinary rounding or executive walk rounds, and unit-based strategies that include a series of interventions have all been labeled as interventions to promote a culture of safety.What is unprofessional behavior in nursing? ›
Spreading gossip, bullying, ostracizing or otherwise making other nurses on staff feel intimidated, inadequate or unwelcome. Losing your patience with a patient in an unhealthy or abusive way, such as yelling, calling names, belittling or causing physical harm.What are disruptive behaviors in healthcare? ›
What is disruptive behavior in health care? Disruptive behavior is any behavior or conduct that interferes with safe patient care. In 2008 the Joint Commission issued a sentinel event alert to increase individual and organizational awareness of the safety risks caused by disruptive behavior in health care.What is a negative safety culture? ›
Negative Safety Culture:
They are poorly educated in health and safety and see it as unnecessary or unimportant. There is a lack of clear direction and leadership from senior management. Managers do not think about health and safety in their decision-making and so let other priorities dictate their actions.
- Size of workplace.
- Location of sites.
- Types of work done.
- Degree and nature of inherent dangers.
If you have a positive attitude towards safety, the odds are that you will exhibit safe behavior, while a negative attitude will only cause conflict, stress and eventually a mishap. It seems as if humans do their best to avoid pain and death.What are the 3 types of behaviors in a just culture? ›
- Human error is when the mistake was not intended.
- At-risk behavior is when a person chooses to do something not knowing or not ascertaining the risk.
- Reckless behavior is substantial, non-justified and conscious disregard.
What is a strong safety culture? ›
To have a strong safety culture, it's important to have an overall workplace culture that fosters positive relationships and outcomes (e.g., respect, integrity, ethics, a shared sense of duty, etc.). To be truly effective, your safety program needs to be layered on these existing cultural principles.How can you improve safety culture at work? ›
- Establish C-Level Buy-in. ...
- Collect Data to Drive Improvement. ...
- Establish a Team and Set Goals. ...
- Identify Safety as a Core Value and Create a Supportive Environment. ...
- Communicate and Empower. ...
- Evaluate your progress. ...
- Stay proactive and drive continuous improvement.
Elements of Culturally Safe Workplaces
All workers should offer value-free, respectful communications. Trust between colleagues or staff members and visitors can be eroded if an employee communicates their own values rather than recognise that not everyone shares their same set of values.
- Gossiping about coworkers. ...
- Ignoring boundaries with coworkers. ...
- Behaving poorly at work-social events. ...
- Using your phone or laptop while talking to people. ...
- Showing bad manners. ...
- Being unresponsive. ...
- Being aggressive. ...
- Lying or stealing.
What is unprofessional behaviour? 1 Unprofessional behaviour includes repeated inappropriate behaviour, as well as one-off incidents that may be disruptive. 2 The inappropriate behaviour or incident may apply to interactions with patients, other health care professionals and colleagues, or outside of work.What is used to define unprofessional conduct? ›
“Unprofessional conduct” is defined by Law Insider as “one or more acts of misconduct; one or more acts of immorality, moral turpitude or inappropriate behavior involving a minor; or commission of a crime involving a minor.What is unprofessional conduct in healthcare? ›
In general, examples of unprofessional conduct include, but are not limited to, physical abuse of a patient, inadequate record keeping, not recognizing or acting upon common symptoms, prescribing drugs in excessive amounts or without legitimate reason, personal impairment (mental or physical) that hinders safely ...How does poor behavior affect the healthcare professional? ›
Behaviors that undermine a culture of safety within hospitals threaten overall wellbeing of healthcare workers as well as patient outcomes. Existing evidence suggests negative behaviors adversely influence patient outcomes, employee satisfaction, retention, productivity, absenteeism, and employee engagement.How does disruptive behavior affect patient care? ›
Disruptive behavior undermines the relationships, communication, and teamwork needed to provide high-quality patient care; it can precipitate clinical errors; and it can lead to dissatisfaction for both patients and staff.What factors could indicate a poor safety culture? ›
Symptoms of poor cultural factors can include: • Widespread, routine procedural violations; Failure to comply with the company's own SMS (although either of these can also be due to poor procedure design); Management decisions that appear consistently to put production or cost before safety.
How do you know if you have a bad safety culture? ›
Here are 5 indicators that your organisations safety culture is dysfunctional: Poor Incident/accident reporting, investigation and analysis-Many incidents go unreported. Investigation only takes place after a serious accident. Analysis doesn't consider human factors or go beyond legal requirements.What are the negative indicators of safety culture at the workplace? ›
Indicators to assess safety culture
Health and safety receive lower priority compared to other business concerns. Organizational frequent changes/ uncertainty. More staff turnover rates. Lack of worker participation and consultation.
- FOCUS. A good safety attitude means you stay focused on the task. ...
- STRENGTH. This isn't about bench pressing. ...
- TIME. A good safety attitude means taking time to do things correctly and using the right PPE. ...
- RESPONSIBILITY. ...
Lack of competence and experience. Skill level inadequate for the task performed. Personality or attitude, such as negligence, arrogance, or overconfidence. Poor risk perception due to poor knowledge and experience.What is a human factor affecting health and safety? ›
What are human factors? According to a definition shared by the World Health Organization, human factors “refer to environmental, organizational and job factors, and human and individual characteristics which influence behavior at work in a way which can affect health and safety.”What are unsafe attitudes? ›
These attitudes, Anti-Authority, Impulsivity, Invulnerability, Macho, & Resignation, often lead to poor judgment and risk assessment. Rigorously evaluating the situation, including its risks, is vital to ensuring a safe work environment.What is unsafe attitudes and Behaviour? ›
An unsafe behavior is any act or behavior that deviates from a generally recognized safe way or specified method of doing a job and which increases the probabilities of an accident. Examples of unsafe behaviors in an industrial setting include: Lack of/improper use of PPE.How does your attitude affect your workplace? ›
A positive attitude benefits both employee and employer. It leads to greater happiness, fulfillment, and productivity. Employers should promote and encourage positive outlooks in the workforce, but ultimately, it's employees who have to bring positive attitudes to work with them.What are the three behaviors? ›
Three fundamental types of behaviour can be distinguished: the purely practical, the theoretical-practical, and the purely theoretical.What are at-risk behaviors in the workplace? ›
Workplace can be affected by many risky behaviors and conditions such as stress, conﬂicts, violence, substance abuse, work overload, job insecurity, organizational changes, etc.
What is Just Culture behaviors? ›
“Just Culture” refers to a system of shared accountability in which organizations are accountable for the systems they have designed and for responding to the behaviors of their employees in a fair and just manner.How do you change a poor safety culture? ›
- Start fresh with self honesty. ...
- Develop a discomfort strategy. ...
- Perceive those things that cannot be seen. ...
- Heed renowned quality expert Edwards Deming. ...
- Surface hidden mixed messages and reduce them. ...
- Look for grassroots fixes. ...
- Practice pattern recognition. ...
- Leverage leadership.
- Secure Buy-In and Alignment. The first step to creating your safety culture is securing buy-in from both senior management and the field level employees who will be most active in day to day safety activities. ...
- Commit to Participate. ...
- Celebrate Success Regularly.
- STEP 1 — REVIEW DOCUMENTATION, PROGRAMS AND POLICIES. ...
- STEP 2 — COMMUNICATE PRIOR TO EMPLOYEE INTERACTION. ...
- STEP 3 — CONDUCT A LOCATION WALK. ...
- STEP 4 — LEADERSHIP DISCUSSION. ...
- STEP 5 — UTILIZE A CUSTOMIZED SAFETY PERCEPTION SURVEY. ...
- STEP 6 — CONDUCT GROUP & INDIVIDUAL INTERVIEWS.
Any company wishing to promote a “Proactive Safety Culture” will therefore plan operations, discuss and assess hazards and risks prior to taking actions, enhance safe operations among workers, facilitate these operations to be performed in the same and aligned way: the safest way. Always! Without any compromise!How does poor behavior affect the healthcare professional? ›
Behaviors that undermine a culture of safety within hospitals threaten overall wellbeing of healthcare workers as well as patient outcomes. Existing evidence suggests negative behaviors adversely influence patient outcomes, employee satisfaction, retention, productivity, absenteeism, and employee engagement.What are the 6 patient safety goals? ›
- Identify patients correctly. NPSG.01.01.01.
- Prevent infection. NPSG.07.01.01.
- Improve staff communication. NPSG.02.03.01.
- Identify patient safety risks. NPSG.15.01.01.
- Prevent mistakes in surgery. ...
- Use medicines safely. ...
- Use alarms safely.
Prevent mistakes in surgery
For example, medicines in syringes, cups and basins. Do this in the area where medicines and supplies are set up. Take extra care with patients who take medicines to thin their blood. Record and pass along correct information about a patient's medicines.
Anticoagulation therapy poses risks to patients and often leads to adverse drug events due to complex dosing, requisite follow-up monitoring, and inconsistent [patient] compliance.What are examples of unprofessional behavior? ›
- Gossiping about coworkers. ...
- Ignoring boundaries with coworkers. ...
- Behaving poorly at work-social events. ...
- Using your phone or laptop while talking to people. ...
- Showing bad manners. ...
- Being unresponsive. ...
- Being aggressive. ...
- Lying or stealing.
What is disrespectful Behaviour? ›
Disrespectful behavior in the workplace is any behavior that is unprofessional, inappropriate, rude, unpleasant, disturbing or offensive. This type of behavior tends to hurt others and cause stress among employees. Disrespectful behavior can fall into several categories.Which is considered disruptive behavior? ›
Inappropriate reaction to criticism of conduct or job performance. Persistent complaining about being treated unfairly. Increased, nontypical, or inappropriate tardiness and/or absenteeism. Behavior related to obsession with another person at the University.What is the most important National Patient Safety Goal? ›
Goal 1: Improve the Accuracy of Patient Identification
To address this issue, patient safety goals require the use of at least two patient identifiers when providing care, such as patient name and patient date of birth.
The intent for this goal is two- fold: first, to reliably identify the individual as the person for whom the service or treatment is intended; second, to match the service or treatment to that individual.What is patient safety solution? ›
The Patient Safety Solutions (2007) are standardized tools for health care professionals to prevent potential errors from reaching the patient. These interventions have demonstrated the ability to prevent or mitigate patient harm.What is good practice when listening to patients? ›
Concentrate on the person speaking.
Facial expressions, gestures and posture all convey the patient's thoughts, so pay attention to them. Remember that most communication is nonverbal. In addition, make eye contact.
The Patient Safety Indicators (PSIs) are a set of 26 indicators (including 18 provider-level indicators) developed by the Agency for Healthcare Research and Quality (AHRQ) to provide information on safety-related adverse events occurring in hospitals following operations, procedures, and childbirth.What factors affect patient compliance? ›
- Demographic factors such as age, ethnicity, gender, education, marriage status.
- Psychosocial factors: beliefs, motivation, attitude.
- Patient-prescriber relationship.
- Health literacy.
- Patient knowledge.
- Physical difficulties.
- Tobacco or alcohol intake.
- Enforce strict disinfection protocols. ...
- Use advanced monitoring equipment. ...
- Verify all medical procedures. ...
- Observe care in handling medicines. ...
- Review staffing policies. ...
- Work with trusted providers.
Which of the following is not considered physical abuse? Withholding medications or refusing to provide necessary medical care is not considered physical abuse.