Physiotherapist hosp staff relationship fin
-
Upload
shrikant-sant -
Category
Healthcare
-
view
48 -
download
0
Transcript of Physiotherapist hosp staff relationship fin
PHYSIOTHERAPIST&
HOSPITAL STAFFRELATIONSHIP
Dr. Shrikant S. Sant.(PT)
Asst. Professor
Community Physiotherapy
Padm. Dr. D. Y. Patil College of Physiotherapy, Pimpri, Pune-18.
IntroductionIPE When students from two or more professions
learn about, from and with each other to enable effective collaboration and improve health outcomes (WHO, 2010)
IPC When multiple health workers from different professional backgrounds work together with patients, families, careers, and communities to deliver the highest quality of care (WHO, 2010)
Core Competencies: Four Domains
Work in IP Teams
Core Competencies
TeamworkProcesses
Roles/Responsibilities
Values/Ethics
Communication
VALUES/ETHICSOverall Competency
Work with individuals of other professions
to maintain a climate of mutual respect
and shared values
VALUES/ETHICS Example competencies
• Place the interests of patients and populations at the center of IP health care delivery
• Respect the unique cultures, values, roles/responsibilities and expertise of other health professions
ROLES & RESPONSIBILITIESOverall Competency
Use the knowledge of one’s own role
and those of other professions
to appropriately assess and address
the health care needs of the patients
and populations served
ROLES & RESPONSIBILITIESExample Competencies
• Recognize one’s limitations in skills, knowledge and abilities
• Engage diverse health care professionals who complement one’s own professional expertise, as well as associated resources, to develop strategies to meet specific patient care needs
INTERPROFESSIONAL COMMUNICATION
Overall Competency
Communicate with patients, families, communities and other health
professionals
in a responsive and responsible manner
that supports a team approach
to the maintenance of health
and treatment of disease
INTERPROFESSIONAL COMMUNICATION
Example Competencies
• Organize and communicate information with patients, families and health care team members in a form that is understandable, avoiding discipline-specific terminology when possible
• Give timely, sensitive, instructive feedback to others about their performance on the team, and respond respectfully as a team member to feedback from others
INTERPROFESSIONAL TEAMWORK &
TEAM-BASED CARE Overall Competency
Apply relationship-building values
and the principles of team dynamics
to perform effectively in different team roles
to plan and deliver patient/population-centered care that is safe, timely,
efficient, effective, and equitable
INTERPROFESSIONAL TEAMWORK & TEAM-BASED CARE
Example Competencies
• Integrate the knowledge and experience of other professions-appropriate to the specific care situation-to inform care decisions, while respecting patient and community values and priorities/preferences for care
• Use process improvement strategies to increase effectiveness of Interprofessional teamwork and team-based care
Why bother?• “Good communication is the
glue holding society together. It is the beacon that guides our life journey. It is the mirror that gives us a quick glimpse of who we are in the eyes of others. It is the vehicle we use to achieve outcomes…”
(Koerner, J. & Huber, D.L., 2006, p 427)
BASIC BARRIERES
Not knowing how things work/not having the
knowledge/skill Get the job done
Inability to prioritise, conflicting priorities
Too much to do Communication
Newness
Gaining confidence
Fear of appearing incompetent
Inter/intra professional support
Personal, Interprofessional & professional identities
Knowledge
+
Barriers to teamwork: Though we practice together until recently we
trained apart (from Cleary & Howell, 2003)
Staff-Physician Flashpoints
• Recurring staff-physician frustrations• Inhibits proactive problem solving and relationship
improvement efforts. • Collaboration is impossible.
Events that signal tension in the staff-physician relationship
Resolving Flashpoints
Putting Our House in Order“The physicians will never see us as good practitioners if we can’t manage our own practice… Our responsibility is to get
our act together, and then we’ll expect the physicians to respond.”
Donna Davidson, RN, MSN
Boswell Hospital
Flashpoints: Events that signal tension in the staff-physician relationship.
Physio complains that she can’t find MD notes in
chart.
Physician complains when case cancelled
due to equipment unavailability.
Physio irritated when receives
conflicting orders from 2 physicians
Physician aggravated when delayed by
pending Rx results
Physio upset when physician unresponsive to
page
Physician frustrated with staff’s inability
to operate new equipment
Good Reads…
“Finding out what you are doing wrong, what you don’t see, what you haven’t figured out yet is the first step toward innovation and improvement. Mined properly, conflict is a source of creativity. Without conflict there is no need to innovate or to develop. “
Annette Simmons
“A Safe Place for Dangerous Truths”
Interprofessional collaboration: Definitions
”The term ´interprofessional collaboration´ is the key term that refers to interaction between the
professionals involved, albeit from different backrounds, but who have the same joint goals in
working together.” (Leathard, 2003)
”The term collaboration conveys the idea of sharing and implies collective action oriented toward a
common goal, in a spirit of harmony and trust.” (D´Amour et al. 2005)
Different facets of sharing• Shared responsibilities
• Shared decision-making• Shared healt care philosophy• Shared data• Shared planning and intervention• Shared professional perspectives
History of Teamwork in Health Care Dynamic Multi-Professional Team
from a cadre of professionals
Physician
Nutrition
Psychology
Physio
Nurse Social Work
SLP
OT
Pharmacy
Dentist Recreation
Collaborative Skills for Teamwork
• Cooperation• Assertiveness• Responsibility• Communication• Autonomy• Coordination
Aspects of Communication
• Spoken words = 7% of communication interpretation• Non-verbal = 93%
vocal quality, facial expressions, body language
• Listening for understanding and connectionFind common goals (mutual purpose) to help
understand where physician is coming from
Leadership Skills for staff to bring to Interactions
• Self awareness• How my mood affects interactions
• Self management• Keep from transferring my negative mood to others
• Social Awareness• Be sensitive to the emotions and moods of others
• Relationship Management• Disarm conflict and develop emotional maturity as team
leaders (crucial conversations training to come)
Human Relation Skills (“People Skills”)
Remember names Refer to people by name when
interacting Remember information about people Be positive Be complimentary
Interpersonal ConflictsMinimizing and Resolving Conflicts
The right time and placeAllow adequate response time Do not dismiss or discount others Time out or cease fire Make points assertively Focus on specific behavior (use “I” messages)Focus on problem solving, not winning End discussions on a constructive note Express appreciation Refer to a higher authority
PHYSIOTHERAPIST• As we are aware WHO has already classified Physiotherapy
as a separate , independent profession and not as paramedic. • International Standard Classification of Occupations Code
(ISCO) for Physiotherapy is 2264.• Physiotherapists are considered associate professionals to
treat disorders of bone, muscles and part of the circulatory or nervous system by manipulative methods, ultrasound, heating, laser or similar techniques, or apply physiotherapy and related therapies as a part of the treatment for the physically disabled, mentally ill or unbalanced. (www.ilo.org/public/english/bureau/stat/isco/iscco88/3226.html)