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A., Medical Director The Joint Commission While most care providers, particularly physicians, adhere to the highest professional standards of behavior, a small number do not, and some recurrently display disruptive or intimidating behavior.According to the Institute of Safe Medication Practices (ISMP) survey on workplace intimidation, 17 percent of respondents had felt pressured to accept a medication order despite concerns about its safety on at least three occasions in the previous year; 13 percent had refrained from contacting a specific prescriber to clarify the safety of an order on at least 10 occasions; and 7 percent said that in the previous year they had been involved in a medication error where intimidation played a part.An abuser doesn’t “play fair.” Abusers use fear, guilt, shame, and intimidation to wear you down and keep you under their thumb.Your abuser may also threaten you, hurt you, or hurt those around you. It happens among heterosexual couples and in same-sex partnerships.In order to change a behavioral pattern, a person must have a conscience.He/she must first realize that the poor behavior is wrong.While disruptive and intimidating behavior can be displayed by nurses, pharmacists and managers, it is the behavior of doctors which most often causes problems, perhaps because medical culture has had a history of tolerance or indifference to this, or because organizations have tended to treat doctors differently from other staff., The Joint Commission describes disruptive and intimidating behavior as including “overt actions such as verbal outbursts and physical threats, as well as passive activities such as refusing to perform assigned tasks or quietly exhibiting uncooperative attitudes during routine activities,” and it goes on to say that “intimidating and disruptive behaviors are often manifested by health care professionals in positions of power.Such behaviors include reluctance or refusal to answer questions, return phone calls or pages, condescending language or voice intonation and impatience with questions.” All definitions recognize that disruptive and intimidating behavior occurs along a spectrum of intensity and frequency and that recurrent disruption by a small number of individuals is the most common pattern.
Those suffering at the hands of mean people are often accused of abuse themselves.
The 1999 Institute of Medicine (IOM) report “To Err is Human” – widely regarded as the document which launched the modern patient safety movement – recognized that although most efforts to improve safety should focus on reducing system failures, individual professionals’ “dangerous, reckless or impaired” behavior can also sometimes harm patients (page 169).
We now accept that most errors are committed by “good, hardworking people trying to do the right thing,” and that to improve patient safety we should focus on designing systems which ensure a safe culture rather than trying to identify who is at fault. Individuals who have a history of disruptive behavior also pose the highest litigation risk for American hospitals, and many would argue that such behavior is inconsistent with the highest professional standards.
Thousands took part in the demonstration dubbed ‘Judgement Day 3’ ahead of the Seasiders’ final match of the League Two season at home to Leyton Orient.
Protesters marched from the Pleasure Beach to Bloomfield Road, where Pool beat relegated Leyton Orient 3-1 to claim a play-off spot.