HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS		QUICK SEARCH:   [advanced] Author: Keyword(s): Year:  Vol:  Page:

This Article Figures Only Full Text Full Text (PDF) Correspondence: Submit a response Alert me when this article is cited Alert me when Correspondence are posted Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Similar articles in PubMed Alert me to new issues of the journal Download to citation manager Google Scholar Articles by Rosenstein, A. H. Articles by O’Daniel, M. PubMed PubMed Citation Articles by Rosenstein, A. H. Articles by O’Daniel, M. Related Collections Medical care Patient safety Professional conduct and ethics

Invited Article: Managing disruptive physician behavior

Impact on staff relationships and patient care

From VHA West Coast, Pleasanton, CA.

Address correspondence and reprint requests to Dr. Alan H. Rosenstein, Vice President and Medical Director, VHA West Coast, 4900 Hopyard Road #320, Pleasanton, CA 94588 arosenst{at}vha.com

Disruptive behavior can have a significant impact on care delivery, which can adversely affect patient safety and quality outcomes of care. Disruptive behavior occurs across all disciplines but is of particular concern when it involves physicians and nurses who have primary responsibility for patient care. There is a higher frequency of disruptive behavior in neurologists compared to most other nonsurgical specialties. Disruptive behavior causes stress, anxiety, frustration, and anger, which can impede communication and collaboration, which can result in avoidable medical errors, adverse events, and other compromises in quality care. Health care organizations need to be aware of the significance of disruptive behaviors and develop appropriate policies, standards, and procedures to effectively deal with this serious issue and reinforce appropriate standards of behavior. Having a better understanding of what contributes to, incites, or provokes disruptive behaviors will help organizations provide appropriate educational and training programs that can lessen the likelihood of occurrence and improve the overall effectiveness of communication among the health care team.

Disclosure: The authors report no conflicts of interest.

Received August 2, 2007. Accepted in final form December 14, 2007.