Presentation on theme: "Enhancing a Culture of Quality, Safety & Respect: Addressing Disruptive Behavior Preparation Notes—long version Please review note pages before presenting."— Presentation transcript:
Enhancing a Culture of Quality, Safety & Respect: Addressing Disruptive Behavior Preparation Notes—long version Please review note pages before presenting materials
Enhancing a Culture of Safety: Addressing Disruptive Behavior Presentation to: Add Your Unit/Department Name
Agenda Disruptive Behavior defined Impact of Disruptive Behavior on workplace quality and safety Causes of Disruptive Behavior Content of revised UMHS Policy — Disruptive or Inappropriate Behaviors by UMHS Personnel Importance to Our Work Team Q &A
Objectives After reviewing and discussing UMHS Policy Disruptive or Inappropriate Behavior by a UMHS Employee or Faculty Member at the end of this session participants will: Understand the potential negative impact of disruptive or inappropriate behavior on workplace quality and safety throughout the organization—in clinical and non-clinical areas Be able to provide examples of appropriate and inappropriate behavior Understand recommended guidelines for reacting in the moment to disruptive or inappropriate behavior Use paper or on-line reporting tools to report inappropriate behavior
Disruptive Behavior defined Any conduct that interferes with the effective operation of UMHS or suggests a threat to UMHS personnel or to patient care. That a person’s behavior is unusual, unorthodox, or different is not alone sufficient to classify it as “disruptive behavior”.
Lateral Violence defined Inappropriate behavior, confrontation or conflict between coworkers that humiliates, degrades or otherwise indicates a lack of respect for the dignity and worth of an individual – often caused by communication mishaps.
Disruptive Behavior Linked To Medical errors & adverse outcomes Reduced staff performance, innovation Increased staff turnover Patient dissatisfaction Lack of information sharing Processing delays
Too Often, Often Unreported With Negative Consequences Studies with similar findings across several Health Care organizations > 90% have witnessed disruptive behavior by MDs 30% - knew nurses who left hospital as a result of disruptive behavior > 70 % of nurses witnessed disruptive behavior among nurses 14% aware of actual adverse consequences “serious problem within and across disciplines” Voluntary Hospital Association 2002, 2005 studies (Rosenstein)
“But I Don’t Work In Clinical Area.” Disruptive and Inappropriate behavior can negatively impact your work environment too. The policy applies to all UMHS personnel
UMHS Survey Measures Respect UMHS asks questions about respect in our workplace in our Employee Engagement survey. Q29—We hold ourselves and others appropriately accountable if we fail to meet our commitments Q30—We treat each other with mutual respect even when we have clear differences of opinion We are making some improvements and have opportunity for more What are our unit’s survey results?
It Does Happen Here! Quotes on Inappropriate Behavior “The doctors can be disrespectful to the nurses who can be disrespectful to techs who are disrespectful to housekeepers, etc.) “There are no consequences for these behaviors so you become demoralized and they just continue.” “Surgeons are very belittling—they call you names...” “There is a director who screams at his supervisors all the time and no one does anything because they are afraid of him.” “I would like to see people written up—people don’t take things seriously. Supervisors hate confronting people.” From 2007 UMHS Employee Engagement Focus Groups
Causes of Disruptive Behavior Individual factors high stakes high emotion personal problems fatigue substance abuse lack of interpersonal, coping or conflict-management skills lack of tolerance or understand of workplace diversity Historical factors tolerance and indifference to disruptive behavior Systemic factors increased productivity demands cost containment requirements changes in shifts rotations of interdepartmental support staff Leaders who fail to address unprofessional conduct through formal systems are indirectly promoting it.
We See It But We Don’t Speak Up Because: That’s the way it’s always been. Who will listen? I don’t want to get in trouble. I can take it. We can overlook it because of the person’s technical expertise, rank, etc.
UMHS Strategic Principles/Values UMHS values include: RESPECT, TRUST, INTEGRITY Our Strategic Principles include: Integration, Collaboration & Team Work Taking Care of Our Own Cultural Competency Integrity and Trust
UMHS Policy Disruptive or Inappropriate Behavior by UMHS Personnel States UMHS commitment to addressing disruptive/ inappropriate behavior by UMHS personnel Expresses importance of collaboration, communication and collegiality to patient care, education, research & effective operation Acknowledges that reporting can be intimidating, therefore provides support and process Outlines who to report to Allows for anonymous reporting Identifies the procedure for reporting Specifies outcomes, including potential consequence of formal corrective action
UMHS Policy Disruptive or Inappropriate Behavior by UMHS Personnel The policy also provides: Definitions Examples of Appropriate and Inappropriate Conduct Policy Standards Procedures General Guidelines, including related policies Exhibits A. guidelines for reaction in the moment B. reporting form C. reporting process flowchart References used in creating the policy
Conduct Appropriate Conduct Demonstrates clear, direct, honest and respectful communication Accepts and provides feedback in a constructive and civil manner Appropriate Conduct Demonstrates clear, direct, honest and respectful communication Accepts and provides feedback in a constructive and civil manner Inappropriate Conduct Threatening or abusive language (e.g. belittling, berating, screaming...) Derogatory comments (as opposed to constructive criticism) about the quality of care being provided by the Health System... Inappropriate Conduct Threatening or abusive language (e.g. belittling, berating, screaming...) Derogatory comments (as opposed to constructive criticism) about the quality of care being provided by the Health System... Excerpts from examples provided in UMHS Policy See page 2 of policy
Exhibit A: Guidelines for Reacting in the Moment to Disruptive Behavior 1.Address the situation at the time it occurs 2.Redirect the focus onto the patient’s needs to depersonalize 3.Move the conflict away from patient areas—if needed closer to other staff 4.If you witness verbal abuse, signal to co-workers to act as a witness 5.If a violent act occurs (immediate assistance needed), contact a supervisor and dial 911 From Defusing Disruptive Behavior: A Workbook for Healthcare Leaders. Joint Commission on Accreditation of Healthcare Organizations Resources. 2007
Procedure Encourages reporting at department level Strongly encourages individuals subjected to or witnessing disruptive behavior to report it Requires the reporter’s supervisor to act: Document Resolve May include involving the next administrative level and HR in the investigation/resolution
Reporting Options Complete a Behavior Report Form or report verbally to the supervisor who will document the form fax to Risk Management or on-line (in development) Call the University Compliance Hotline at or submit on-line to https://www.tnwinc.com/WebReport/https://www.tnwinc.com/WebReport/ If a violent act occurs or immediate assistance is needed, contact a supervisor or dial 911
Behavior Report Form Strongly Encouraged to Report! 1) Print Page in Policy (Exhibit B) & Fax to Risk Management - or - 2) Online submission Person reporting Employee/Staff Behavior Anonymous option
Behavior Form Follow Through 1) Risk Management forwards online reports to appropriate department 2) Per Disruptive Behavior policy, the reporter’s supervisor follows up: a) Resolves with his/her own department b) Relays report to disruptive person’s supervisor 3) Per departmental policy, appropriate action is determined at the local level 4) Data tracked through the RiskPro system. Reports produced by: a) Individual b) Department c) Unit/Division (Faxed forms are inputted by Risk Management)
Joint Commission Standard LD Sentinel Event Alert #40 issued July 2008 The alert cites a national survey on intimidation that says 40 % of clinicians have kept quiet or remained passive during incidents. “Most” have witnessed disruptive behavior. JC Standard LD Leaders create and maintain a culture of safety and quality throughout the [organization]. UMHS Policy — Disruptive or Inappropriate Behaviors by UMHS Personnel
Importance to Our Work Area
RESPECT Can I Avoid All Conflict? No. Conflict can not always be avoided. Conflict is a normal and can be a healthy part of team interactions Conflict handled appropriately allows team members to: Share ideas Voice concerns Improve team relationships Managing conflict in a respectful manner is key.
Key Considerations We (our patients and our co-workers) are worth the investment Intervention leads to insight which leads to changed behavior. The better the Patient Safety Culture, the better the Health System performance Every health system employee has a role to play. Leadership engagement and oversight critical. Report your concerns to me.
Manager Resources The following slides are additional resources for supervisor/manager for use in preparing for the presentation.
Resources (Place in Slide Show Mode and mouse over program name to view resources for each area.) In addition to exploring resources in your own area, the following sources provide some or all of the following: Consultatio n Assessment Intervention Training Programs Referrals
Department Services, Books, Videos Books & Articles Dutton, Jane. Energize Your Workplace: How To Create & Sustain high Quality Connections at Work. San Francisco. Jossey-Bass Farber, June. Smart Nursing: How to Create a Positive Work Environment that Empowers and Retains Nurses. New York. Springer Series on Nursing Management and Leadership Frederickson, Barbara. Positivity. Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome negativity and Thrive. New York. Crown Tarkan, Laurie. “Arrogant, Abusive and Disruptive and a Doctor.” New York Times. December 2, Rosenstein, A.H., O’Daniel, M. “Managing Disruptive Physician Behavior: Impact on Staff Relationships and Patient Care.” Neurology Videos—See Employee Resources-Audio/Visual Resource Inventory MANAGING CONFLICT VIDEOS Self-Discipline and Emotional Control:How to Stay Calm and Productive Under Pressure, Volume 1 (Brief video description)(Brief video description) Self-Discipline and Emotional Control:How to Stay Calm and Productive Under Pressure, Volume 2 (Brief video description)(Brief video description) Dealing With Conflict (Brief video description)19 Min(Brief video description) Communicating Non-Defensively (Brief video description)20 Min(Brief video description) Managing Stress (Brief video description)26 Min(Brief video description) Dealing With Conflict and Confrontation, Volumes 1, 2, and 3 (Brief video description)(Brief video description)
To aid in the clarity, examples of "appropriate" conduct, and "inappropriate or disruptive" conduct include, but are not limited to: APPROPRIATEINAPPROPRIATE Demonstrates clear, direct, honest and respectful communication Responds to pages in a timely, civil manner Responds to requests in a cooperative manner Demonstrates respect for patients, their family members and staff Clarifies points of agreement and seeks to partner to resolve points of disagreement in patient-care or other work-related matters Accepts and provides feedback in a constructive and civil manner Respects need for privacy Handles problems or dilemmas in a cooperative, respectful manner Chooses appropriate timing to bring up problems for discussion Offers appreciation and affirmation to peers-coworkers when they function well Accepts the inevitability of mistakes as a learning opportunity Reliably demonstrates patient care in adherence to agreed-upon standards Threatening or abusive language – regardless of medium – directed at patients, their guests, or UMHS personnel (e.g., belittling, berating, screaming and/or non-constructive criticism that intimidates, undermines confidence, or implies incompetence); Threatening or abusive behavior (e.g. throwing items, slamming doors); Degrading or demeaning comments or nonverbal communication regarding patients or their guests, UMHS personnel, or the Health System Profanity or similarly offensive language while on Health System sites and/or while speaking with UMHS patients, their guests or personnel; Physical contact with another individual that is or appears threatening or intimidating; Derogatory comments (as opposed to constructive criticism) about the quality of care being provided by the Health System, a medical staff member, or any other individual outside of appropriate medical staff and/or administrative channels; Medical record entries impugning the quality of care being provided by the Health System, medical staff members or any other individual; Imposing unreasonable requirements on fellow UMHS personnel; Refusal to abide by University of Michigan Policies, including UMHHC Medical Staff Bylaws, U-M Medical School Bylaws, Practices, Agreements and Policies (e.g. Hand Hygiene and Smoke-Free Environment). From U-M Health System Policies and Procedures UMHS Policy , Disruptive or Inappropriate Behavior by UMHS Personnel Section IV. Examples of Conduct
Frequently Asked Questions Can I avoid all conflict? What if I am afraid to report because I fear retaliation? What resources are available to me if I want more skills in handling difficult situations—so that my behavior is not viewed as inappropriate? My teammates always yell at each—that’s how we get our work done. That’s okay, right? What if the person I want to report is my supervisor or another manager? Can I report a single occurrence of inappropriate or disruptive behavior?
Scenario Activity Purpose: To practice effective ways of responding to offensive language and behavior in conjunction with Exhibit A of the policy. Exhibit A :Guidelines for Reacting in the Moment to Disruptive Behavior Address the situation at the time it occurs Redirect the focus onto the patient’s needs to depersonalize Move the conflict away from patent areas – if needed closer to other staff If you witness verbal abuse, signal to co-workers to act as a witness If a violent act occurs (immediate assistance needed), contact a supervisor and dial 911 Activity: In small groups discuss and then formulate a response to one of the 7 scenarios provided by responding to the questions at the end of the scenario. Be prepared to share your response with the larger group. Debrief Scenarios follow
Scenarios for Group Discussion Enhancing a Culture of Quality, Safety & Respect: Addressing Disruptive Behavior Scenario I: Two Managers Scenario II: Outpatient Clinic Manager and Patient Assistant Scenario III: Faculty – Nurse – Technical Staff
Scenarios for Group Discussion Enhancing a Culture of Quality, Safety & Respect: Addressing Disruptive Behavior ~ cont’d Scenario IV: Office Administrator and Environmental Services Staff Scenario V: Faculty – Nurse Scenario VI: Manager (Jane) & Outpatient Assistant (John)
Scenarios for Group Discussion Enhancing a Culture of Quality, Safety & Respect: Addressing Disruptive Behavior ~ cont’d Scenario VII: Physician and Nurse Scenario VIII: Two office workers Scenario IX: Allied Health Professional – Faculty
Resources Nursing Health & Safety Committee Educational Services for Nursing Educational Plans for Management of Aggressive Behavior Click to return
Resources UMHS Human Resource Services Human Resource Consultants Human Resources Organizational Effectiveness Consultants Mediations Services – Fernando Caetano Click to return
Resources Compliance Office Information: Compliance Questions or Concerns 24 hour Compliance Hotline: Click to return
Resources Michigan Healthy Community Understanding U Website Assistance in Managing the Ups / Downs of Life Featuring tools, strategies, tutorials and resources _emotional/understandingu/ Click to return
Resources UMHS Employee Assistance Program Supervisory, Staff and Team Consultations Click to return
Resources Health System Security Services Full 24-hour coverage Emergencies: 911 Non Emergencies: Click to return
Resources Heather Wurster – Policy Lead, Resource for Staff, and Medical School Point Person Maureen Naszradi - Medical Staff Peer Review Coordinator Click to return