At the point when Great Specialists Turn sour - PowerPoint PPT Presentation

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At the point when Great Specialists Turn sour

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  1. When Good Doctors Go Bad Lucian L. Leape, MD American Surgical Association Boston August 21, 2006

  2. Failure to ensure that all of our colleagues are competent and safe is ethically indefensible.

  3. ACS Code of Professional Conduct • Maintain competence throughout our surgical careers • Respect the knowledge, dignity, and perspective of other healthcare professionals • Participate in self regulation by setting, maintaining, and enforcing practice standards

  4. Types of Performance Problems 1. The Psychopathic physician 2. The impaired physician Substance abuse - alcohol / drugs Mental illness Physical illness 3. Declining Competency 4. Behavioral Problems Disruptive physician - Refuses to follow rules - Abusive behavior Abusive with patients

  5. Types of Performance Problems 1. The Psychopathic Physician ? 0.1% 2. The impaired physician Substance abuse - alcohol / drugs 15% Mental illness 15% Physical illness 10% 3. Declining Competency

  6. Recertification Exam Failure Rates(2004) Board No. % Failed Am. Bd. Surgery General surgery 800 4% Subspecialties 233 9% Am. Bd. Pediatrics General pediatrics 3400 1% Subspecialties 2200 4% Am. Bd. Internal Med Internal Medicine 3042 14% Specialties 3054 10% Am. Bd. Family Med 6606 11%

  7. Types of Performance Problems1. The Psychopathic Physician ? 0.1%2. The impaired physicianSubstance abuse - alcohol / drugs 15% Mental illness 15% Physical illness 10%3. Declining Competency 5-10% 4. Behavioral Problems Disruptive physician

  8. What do surveys reveal about disruptive behavior? NURSES: • Nurses witnessing or receiving it 95% • Verbal abuse every 2-3 months 64% • Believe it is a cause of nurses leaving 37% • Percent of doctors exhibiting it 5.7% HOSP EXECS: 1-5%

  9. Types of Performance Problems1. The Psychopathic Physician ? 0.1%2. The impaired physicianSubstance abuse - alcohol / drugs 15% Mental illness 15% Physical illness 10%3. Declining Competency 5-10% 4. Behavioral Problems Disruptive physician ? 5% Refuses to follow rules Abusive behavior Abusive with patients ? 5%

  10. All causes considered, 30-40% of all physicians will have a problem at some time in their career that will impair their ability to practice medicine safely. For a hospital staff of 100, this means that at any one time 1 or 2 physicians need help.

  11. Why are doctors reluctant to act? • Distasteful to judge peers • Emotionally difficult – “family” • “Glass house” syndrome • Fear of retribution • No good mechanism

  12. We have a “Non-System” • Implicit • Personal • Punitive It’s “all or nothing”

  13. We define performance problems as disciplinary problems • “Hung up” on punishing - Want to “weed them out” • Safety objective: prevention

  14. What would we like to do? 1. Identify doctors with problems early 2. Do something about it 3. Do it in a timely fashion We need a system

  15. What are the essential characteristics of an effective professional accountability system? • Objective - based on data, not opinion • Fair - applies to everyone • Responsive – prompt and effective treatment GOAL: to enable the physician to continue to practice medicine

  16. What would an effective professional accountability system look like? • Adopt performance standards • Adherence is a condition of appointment to staff • Adherence is monitored (everyone) • Feedback of results and action as needed • Broad repertoire of methods for remediation

  17. Sub par performance can be objectively defined • Routine monitoring of all members of the medical staff is necessary to detect problems fairly and early • The response to deficiencies should be prompt, constructive, and sustained

  18. What is needed? • Standards • Measures • Assessment and remediation programs

  19. ACGME / ABMS Competency Standards • Compassionate, appropriate, and effective patient care • Medical knowledge and its application to patient care • Practice-based learning and improvement • Interpersonal and communication skills • Professionalism and ethical behavior • Systems-based practice

  20. Example of a Behavioral Standard “Treat Co-workers with Respect” • Hostile behavior is forbidden (raised voice, insults, public reprimands) • No demeaning behavior or humiliation of residents and nurses • No derogatory comments about colleagues – oral or written • Work in meaningful teams • Accept challenges to authority

  21. What measures are available? • ABMS competency measures are being developed • ABIM competency testing now • Gerald Hickson’s analysis of patient complaints • PAR “360” multitrait evaluations

  22. What about: • Annual physical exams • Drug testing • Cognitive testing

  23. What is needed? • Standards • Measures • Assessment and remediation programs

  24. How will we develop programs for assessment and remediation? Need a collaborative effort ABMS FSMB JCAHO

  25. Are we willing to support recovering doctors? • Who pays for assessment and remediation? • How is his/her income maintained? • Are we willing to make refresher positions available in all of our residency programs? • Are we willing to mentor and supervise retrained doctors? • Will we let them care for our patients?