Nevertheless, these standards have been unproductive because of an understood code of silence among physician staff. Since doctors generate profits and are considered a cherished resource, organizational leaders tend to accept inappropriate behavior. Nonetheless, nurses are also a limited supply, and the nursing shortage has emphasized the demand to concentrate on nurse recruit¬ment and retention. Other organizations support the multiple studies that have shown that hostile communication raises the incidence of med¬ical errors. The American Medical Associations’ Code of Conduct categorizes disruptive behavior and agrees that patient safety and quality of care is compromised by such behaviors. The Joint Commission and other monitoring agencies has steered for better communication and drive health care leaders to discover ways to amend communication between professionals in health care. The National Patient Safety Goal of the Joint Commission accentuates proficient communication among caregivers. The Institute for Safe Medication Practices also have found that medication mistakes were associated to doctor intimidation that avoided staff from clarifying an order. Yet these attempts to diminish disruptive behavior has been ineffective mainly because of social customs and habits in the hierarchical health care setting. Organizational leaders …show more content…
Also, the study recommended that communication tools may improve the doctor-nurse relationship. The limitations of the study include BSN nurses with five years of more experience. Also the interviewers used their own location of employment, so familiarity may have prejudiced the replies of the nurses. The study recommended further investigation to address the disruptive behaviors of physicians as it relates to other staff such as associate-degree nurses and ancillary staff. The study concluded that disruptive doctor behavior resulted in impaired communication and negatively affects patient outcomes.
The disruptive behavior of a physician includes sexual harassment, physical threats, offending or abusive remarks, verbal outbursts, and ignor¬ing behaviors. This misconduct causes delays in patient care, belittlement of staff, and possible poor patient outcomes. Many studies and researches have been completed as seen in a literature review to support this detail. This study was to verify that communication between nurses and physicians in the hospital setting was negatively impacted by disorderly physician behavior. Further research is suggested, but
The study suggested instructors and managers educate nurses in communication skills to improve the doctor-nurse