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For example: In some cases, disruptive behavior develops over time as a result of personal or professional circumstances.
This article examines the issues that surround the use of the chain of command when disruptive clinician behaviors are encountered or when there are concerns about a patient’s condition or the care they are receiving when these concerns are related to operational issues.
Regardless of how the behavior presents, it often ensnares the disruptive provider's colleagues in turmoil and chaos, and they are often left to deal with the aftermath.
Although disruptive behavior cannot always be prevented, healthcare leaders and providers can take proactive steps to identify colleagues who might be at risk for potentially harmful behaviors.
Leadership for introducing chain of command only works when there is a clear and consistent demonstration of a willingness to act.
There were 177 events reported to the Pennsylvania Patient Safety Authority from May 2007 to October 2009 that detailed healthcare clinicians’ disruptive behaviors, many of which negatively affected patient care.